I recently jumped into an AWS innovation challenge focused on designing a real-time fraud detection platform. Initially, I planned to just watch, but when the opportunity arose to team up and actually build the solution for fictional company XYZ, I figured, “Why not jump in and learn by doing?” It
Everyone has a role in an agile transformation. You are either contributing directly to the creation of value or supporting the creation of value. Mapping roles from old to the new style of working is always a topic of great interest, especially during the early stages of the transformation. The
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“They are unlikely to show-up” is what I said to my co-trainer when he suggested inviting senior managers to attend our first Leading SAFe two-day in-person class. He made a logical argument that senior managers should lead from the front and it’s imperative that they attend this class. I
A recent MIT report reveals a stark divide in the corporate adoption of Generative AI (GenAI): 95% of organizations are getting zero return, while a mere 5% are extracting millions in value. This trend bears a striking resemblance to the common pitfalls of agile and change management initiatives, where high
Agile transformation initiatives are losing their appeal as leaders look to cut costs and improve profitability as a slowing economy sends a wake-up signal across board-rooms. Why are agile initiatives at the forefront of cost-cutting exercise ? For many organizations, agile efforts produce sub-par or no meaningful improvements at all (State
Many agile teams can write user stories, some do it well, others do it well enough to get by and yet others fill in the min needed in Azure DevOps, Jira, Rally etc(your chosen app). A quick google/chatgpt search will tell you everything you need to know about
The very first Program Increment (PI) planning is an exciting time for any team–it is filled with a hope and anticipation of moving towards positive outcomes by embracing agility. Each participating team member has something that they wish to get better at and collectively achieve as a team. This
Designing the next generation of enterprise agility.
At a strategy meeting with Leaders, I asked a Sr. Executive on why business agility was identified as an optional initiative… They were not the most enthusiastic about backing it up fully and their response was not surprising in the least! A few department leads had tried implementing various methods
During a mid-PI review of an ART, which was on its fifteenth planning increment, I was asked by the business owner to assess how well the ART was functioning. Along with another agile coach - acting as silent participants, the plan was to observe ART events such as Coach Sync,