Management Innovation at Statoil – the journey continues

Comment

Management Innovation at Statoil – the journey continues

Statoil (to be renamed Equinor) is a Norwegian energy company with 20,000 employees in 36 countries and a turnover of around 70 bn. USD. Its main activity is still oil and gas exploration and production, but the renewable energy business is increasing fast, preparing the company for a low carbon future. Statoil is the world’s largest operator in waters deeper than 100 meters, and has built on this competence to become a major player in offshore wind, which includes building the world’s first floating offshore wind farm.

Comment

How IoT and Blockchain are going to drive IPv6 Deployment

Comment

How IoT and Blockchain are going to drive IPv6 Deployment

IPv6 is slowly but irresistibly making its way into the Internet and into our networks. In industrial countries, the average user adoption rate is around 30%, Belgium being the leader with over 50%. Over 25% of the Top Alexa 1000 websites are dual-stack, meaning reachable over IPv4 and IPv6. 

Comment

1 week sprint length is too long, we need continuous feedback!

Comment

1 week sprint length is too long, we need continuous feedback!

In Agile we try to create customer value in iterations. In order to get feedback as soon as possible those are as short as possible. The trend is to shorten the feedback cycles even more so that usually one week iterations became a good practice. Now there are situations where even one day is too long to get feedback. We have developed and successfully implemented a simple tool which we would like to share with you here.

Comment

Agile Product Ownership in a Nutshell – Free Poster

Comment

Agile Product Ownership in a Nutshell – Free Poster

By Mia Kolmodin: As many of you might know, the product owner role is perhaps the most difficult role in the Agile setup. It sometimes feels like it takes super powers to manage. Here I have tried to capture some of the important mindsets, processes and tools that I find valuable for coaching and training Product Owners and Agile Teams and leaders.

Comment

Self-selection @ Scale - Retrospective (Episode 5)

Comment

Self-selection @ Scale - Retrospective (Episode 5)

Swisscom Directories AG faced the challenge of transforming already agile- with classically organized company parts to a large whole new agile organization. The transformation team went different path, namely a participative agile transformation with several large group events. The journey reached its first peak as the employees formed their own teams through self-selection. In this serie of blog posts we'd like to share the challenges we faced, our experiences and the results of our joint work in the agile transformation team at Swisscom Directories AG.

In this blog post, we retrospectively look back at the 3 Big Room Events, each with around 100 employees. What was good, what could be improved and what would we do differently today?

Comment

Self-selection @ Scale - Strategic alignment of the Sagas (Episode 4)

Comment

Self-selection @ Scale - Strategic alignment of the Sagas (Episode 4)

Swisscom Directories AG faced the challenge of transforming already agile- with classically organized company parts to a large whole new agile organization. The transformation team went different path, namely a participative agile transformation with several large group events. The journey reached its first peak as the employees formed their own teams through self-selection. In this serie of blog posts we'd like to share the challenges we faced, our experiences and the results of our joint work in the agile transformation team at Swisscom Directories AG.

In this blog post we take a look back to the 3nd Big Room, where the 100 employees aligned the new sagas with the new strategy self-organized.

Comment

Self-selection @ Scale - Introducing & Challenging the new model (Episode 2)

Comment

Self-selection @ Scale - Introducing & Challenging the new model (Episode 2)

Swisscom Directories AG faced the challenge of transforming already agile- with classically organized company parts to a large whole new agile organization. The transformation team went different path, namely a participative agile transformation with several large group events. The journey reached its first peak as the employees formed their own teams through self-selection. In this serie of blog posts we'd like to share the challenges we faced, our experiences and the results of our joint work in the agile transformation team at Swisscom Directories AG.

In this blog post we look at the 1st Big Room, where the new model was challenged with about 100 employees.

Comment

Self-selection @ Scale - Forming the teams (Episode 3)

Comment

Self-selection @ Scale - Forming the teams (Episode 3)

Swisscom Directories AG faced the challenge of transforming already agile- with classically organized company parts to a large whole new agile organization. The transformation team went different path, namely a participative agile transformation with several large group events. The journey reached its first peak as the employees formed their own teams through self-selection. In this serie of blog posts we'd like to share the challenges we faced, our experiences and the results of our joint work in the agile transformation team at Swisscom Directories AG.

In this blog post we take a look back to the 2nd Big Room, where the 100 employees formed self-organized teams.

Comment

Self-Selection @ Scale - What if the organization reorganizes itself (Episode 1)

Comment

Self-Selection @ Scale - What if the organization reorganizes itself (Episode 1)

Swisscom Directories AG faced the challenge of transforming already agile- with classically organized company parts to a large whole new agile organization. The transformation team went different path, namely a participative agile transformation with several large group events. The journey reached its first peak as the employees formed their own teams through self-selection. In this serie of blog posts we'd like to share the challenges we faced, our experiences and the results of our joint work in the agile transformation team at Swisscom Directories AG.

Comment

One size doesn’t fit it all - Build your own Maturity Model for Business Agility

Comment

One size doesn’t fit it all - Build your own Maturity Model for Business Agility

Almost all companies are currently enforcing there businesses becomming more agile. Here is the problem, there’s rather no definition what business agility means, nor an instrument out there where you could see the progress of your journey.-The only thing we know is one size doesn’t fit it all!-So what’s the alternative, what if you could build our own Maturity Model for Business Agility and use it as a collaboration tool too?

Comment

flowdays workshop @ Agile Bodensee

Comment

flowdays workshop @ Agile Bodensee

Gemeinsam erschufen wir mit den Teilnehmern an der Agile Bodensee 2016 ein Leitbild einer agilen Organisation. Es entstand eine angeregte Diskussion bzw. Erfahrungsaustausch, wobei die Resultate direkt durch Georg Mauch live visualisiert wurden. Ein gelungener Workshop mit sehr positivem Feedback. Vielen Dank an die Teilnehmer fürs Mitmachen!

Comment

Lean Agile SCRUM Konferenz, Zürich

Comment

Lean Agile SCRUM Konferenz, Zürich

In Kooperation mit SEI.net haben wir einen Workshop für die LAS 2016 ( leanagilescrum.ch) Konferenz ausgearbeitet. Es war unser primäres Ziel ein visualisiertes Leitbild einer agilen Organisation gemeinsam mit den Teilnehmern zu erstellen. Ein zweites Ziel war das Format des Workshops und dessen Eignung für Grossgruppenmoderation zu testen. Geundsätzlich sind wir sehr zufrieden mit dem Format des Workshops und sind den Teilnehmern sehr dankbar für den wertvollen Feedback.

Wir haben ein Format entdeckt, welches gut und gerne beim Start eines (Change-)Vorhabens eingesetzt werden kann. Die Teilnehmer gestallten an der Lösung mit, sind Beteiligte und keine Betroffenen - Kommunikation auf Augenhöhe. Passt!

Vielen Dank nochmals allen die zum Erfolg dieses Workshops beigetragen haben: Teilnehmer, Visualisierer, Moderatoren, dem Timeboxer :-) und dem Veranstallter der LAS!

Comment

The RFP is Dead: Hello Lean-Agile Evaluation

Comment

The RFP is Dead: Hello Lean-Agile Evaluation

Classic approached evaluations (RfI > RfP > RfQ) are expensive, take ages and focus primarly on product/service. Agile organizations tend to form different. So I decided to find a new, leaner approach for evaluations and I like to share my results with you. I call it the Lean Proposal Canvas: ONE Day <> ONE Page <> ONE Evaluation.

Comment

IS YOUR STRATEGY AGILE ENOUGH?

Comment

IS YOUR STRATEGY AGILE ENOUGH?

Up till now strategies were developed top-down, 1-5 years ahead and where quit static. As agile teams are getting continuously market feedback a strategy could get out of date very fast. But how to overcome this mismatch?

Comment