The success of an adaptive organisation lies in it’s organisational structures

The premise of Agile frameworks is promising. “We are uncovering better ways of developing software by doing it and helping others do it”. I love to interpret that as doing better software while having fun.

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Art of maximizing the amount of work not done

“Simplicity–the art of maximizing the amount of work not done–is essential” The 10th principle of the Agile Manifesto is one of the most difficult one to understand. First of all the formulation is very cumbersome

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Start with the vision – where to start with an adaptive organisation

I came across an article published on Linkedin by Oleg Vishnepolsky, the Global CTO at DailyMail Online and Metro.Co.Uk, claiming, that agile does not work and it never did. He is claiming, that agile as a

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Agile Manifesto – the big misunderstanding

In conversations with organisations, we often see a big misunderstanding of agile. The key problem is, that organisations understand it as a process to improve the software they poduce. It seems logical, as the Agile

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Self-organisation – Does the fish rot from the head?

The Agile Manifesto is one of our key foundations to build an adaptive management system into organisations. It focuses on learning, self-organisation, communication and collaboration. Even if Software developers created it initially, any organisational function can apply the

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Why teams should estimate their work

When we worked with Software teams in Sprint Plannings, we realised, that they usually followed good practices to implement tools to make the planning efficient. But often there was still a misunderstanding of why they

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