With discussions on the ‘death of agile’ circulating and many calling for a ‘return to basics,’ it’s essential to recognise the pivotal role leadership plays in either accelerating or impeding agile success. Agile, at its core, is about fostering an environment ripe for innovation, with high talent density and rapid delivery of customer value. However, without leadership fully committed to understanding and applying agile principles, transformations risk becoming empty gestures. 

Did you know November 23 is Fibonacci Day? In honour of this mathematical marvel, I’ve written a guide relative estimation techniques, including the Fibonacci sequence, to help Scrum teams tackle ambiguity and align better on effort estimations.

From T-shirt sizing to Planning Poker, I break down the pros and cons of different methods and offer practical steps to make your estimations more effective.

Agile is increasingly adopted across organisations in the GCC region, expanding well beyond software development. Yet, terms like Agile Adoption, Agile Transformation, and Digital Transformation are often used interchangeably, creating confusion around their implications and value. In this article I’ll unpack: Agile Adoption vs. Agile Transformation, Agile Transformation vs. Digital Transformation, Why mindset matters as much as methodology and How agile practices can drive effective digital transformation.

John Deere was facing some significant challenges in 2019, and so decided to launch an agile transformation initiative.  Implementing Agile IT Manufacturing with Scrum@Scale, Scrum, DevOps and a modernised Tech stack. Results far exceeded targets.

Agile manufacturing evolved from Toyota's just-in-time (JIT) concept, expanding into lean manufacturing, cycle time management, time-based competition, and quick-response manufacturing.

Unlike JIT's focus on production systems, agile manufacturing encompasses both factory floor operations and the growing significance of software in the industry. Its prerequisites hinge on robust digital transformation, emphasising software development facilitating seamless interaction among humans, computers, and production machines.

Rebecca, Enterprise Agile Coach, ICAgile Agile in HR certified, reflects on her experience of the importance of People & Culture to support teams and leaders in navigating cultural dimensions, when working globally.

We're diving into a series of Q&A sessions featuring our esteemed colleagues and friends from the region. Here Rebecca Hudson, Enterprise Agile Coach, kicks off our inaugural Q&A series. Join us as we ignite a spirit of knowledge sharing within our agile community in 2024!

The idea for this Q&A session came from a number of organic conversations with colleagues and friends around challenges we were facing in our day-to-day roles. At the heart of so many of these challenges seemed to be issues with agile adoption and maturity. Each challenge had its own flavour.

The main impediment to agile adoption is often the behaviour and mindset of executives and leaders in an organisation. There is a need to understand, embrace, and support agile principles to enable its successful adoption and reap its benefits. Here I’ve covered some of the impediments to a successful adoption of agile, which leaders should tackle when implementing agile ways of working.

As detailed in the excellent HBR article by Darrell Rigby, Jeff Sutherland, and Hirotaka Takeuchi ‘Embracing Agile’, innovation is what agile is all about.

In this article I summarise the six practices Rigby et al discerned through their study and analysis, that are crucial in capitalising on agile’s potential.

We’re at an exciting time of evolution in the Middle East economy. A time when businesses & governments must look to future-proof themselves and their people. Transforming a ‘workforce’ into a future-proofed talent-base fuelled by ongoing investment in upskilling and cross-skilling, can evolve businesses into learning organisations. This creates the right environment for innovation to future-proof companies.

I am part of the ‘Agile Industrial Complex’. However, I’ve always had the same frustration - knowing that what works will only be determined by listening to teams, and frequently seeing this not happen.

In this article I explore what is meant by ‘The Agile Industrial Complex’, and how we can shift the needle back towards the true principles of agile, and away from off-the-shelf models.

Why would teams buy-in to something that they haven’t helped shape? Especially when the benefits have not been made clear or worse, there are no clear benefits to them. In the context of agile adoption at a team level, or agile transformation at a department or company level, a culture shift is involved. This can be hard to define.

In this article I’ll look at some tools and approaches to support agile adoption through sensitive change management.

Agile is gaining increasing adoption throughout organisations. Agile methods have moved beyond just software development. However, there’s ongoing confusing as to what is meant by Agile Adoption vs. Agile Transformation and Digital Transformation vs. Agile Adoption or Transformation. In this post I’ll try highlight the differences and interrelationships between them, in simple terms.

There are a dizzying array of methodologies and frameworks which fall under the umbrella of Agile. Trying to dissect the frameworks and understand the subtle differences between each can be confusing. I’ve created some infographics to cut through the confusion and provide some context to the world of agile.

Rebecca explores the correlation between the commoditisation of people in business, to organisation’s failing to adopt agile. Catching up on ACN (#AgileCoachingNetwork) podcast episodes, I was inspired to write a piece after listening to their 20 May episode ‘What about the people!!!’.

Conflict in the workplace is inevitable, but it isn't always a bad thing! Being in SLT and heading up Agile Delivery teams, Rebecca has experienced conflict as a great way to work through important problems and issues. Equally, she’s seen it divide teams and negatively impact collaboration and morale. Discover the difference between constructive and destructive conflict.

The latest podcast episode from the Agile Coaching Network really resonates - 'HAS AGILE JUMPED THE SHARK?'. Explore how managing the amount of process vs. embedding agile mindsets / values should be a point of reflection for companies, to understand whether they’re getting it right.

Rebecca explores a tool to reframe risk and positively reshape the narrative for clients and stakeholders. As a Project Manager it is inevitable that you’ll be the bearer of bad news, either to clients, teams or management at some point in the agile delivery cycle. Whenever it happens it can be a thankless task. However, as an Agile Project Manager or Scrum Master, it’s likely that you love problem solving! This article explores a different way to frame risks and issues.

With teams likely to remain remote or distributed across regions, Rebecca looks at the benefits of using a team charter to focus and align group working. Working as part of a team is both difficult and rewarding. Every individual in a team brings with them particular skills, strengths and traits which can nurture collaboration or introduce conflict. This article explores the benefits of a team charter.

Building trust & effective communication upfront, in any project or program kick-off is essential for setting the foundations for success. Whether its between a new team, stakeholders, clients or partner eco-system, understanding the nuances of trust and communication across cultures should be part of your kick-off activities.