Viewing entries tagged
mirko-kleiner

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

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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.

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Self-selection @ Scale - Retrospective (Episode 5)

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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?

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

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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.

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

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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.

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

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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.

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

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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.

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flowdays workshop @ Agile Bodensee

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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!

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The RFP is Dead: Hello Lean-Agile Evaluation

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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.

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IS YOUR STRATEGY AGILE ENOUGH?

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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?

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