Our long-time partner, Sonja Blignaut from More Beyond, shares her insights on human factors within the realm of "complexity". She addresses the notion that, if we force too much change on people, we compromise their sense of coherence. Ultimately we need to think about limiting the change in progress, the same way we limit work in progress within agile transformations.
agile42 coach, Michéle Twomey, kicks off this two-part series on "Human Factors in Agile Transformations". In this video interview, Michéle gives us her take on Gerald M. Weinberg's statement: “all problems are people problems”. She also delves into what human factors one needs to consider in agile transformations as well as her sources of inspiration in her own journey of understanding human factors.
For the month of June, we've teamed up with our partner, Dave Snowden, Founder and Chief Scientific Officer of Cognitive Edge. In Part 2, Dave explains the role Agile plays in a digital transformation and potential organisational implications. He also examines the social-human impact of such changes.
Part 1 of our monthly theme, “Digital Transformation”, kicks off with agile42 coach, Martin von Weissenberg. In his latest video interview, Martin explores what is a digital transformation and why it is necessary. Delving also into the organizational implications of a digital transformation.
Our agile42 Community is an inspiring new place where we will continue supporting you in your growth and development as Scrum Masters, Product Owners, and Agile Coaches. Each month we will have a theme around which we’ll create events and activities, and stimulate discussions. Learn from this community and get support from our agile42 coaches and trainers.
What do chickens, defensiveness and collaboration have in common? I think that was a question which certainly peaked our audiences interest. Our latest webinar on
With this principle, we propose that organizational change should be addressed in an agile way, through small continuous experimental adaptations. By leveraging “the adjacent possible" and the predispositions of the organization — small changes that people propose themselves — we reduce the risks and side-effects of change.
More and more large corporates want and need to embrace agility. Becoming agile starts with achieving a shared understanding of the values, principles, and key practices. The challenge is to provide learning to thousands of employees. We’re finding that corporations are seeking solutions that are more cost-effective than sending individuals to training here and there. The Corporate Learning Program, co-created with the client, is more effective, in many ways.
Culture is, briefly, “the way we do things around here”. It is the context of all activities within an organization and sets the norms for what behaviour is acceptable and what is not acceptable. It has a very strong influence on how people behave. And companies that are unaware of their culture, uninterested in what it means, or lacking the right tools, risk ending up with a culture that does not fit their strategy.