Overwhelmed Managers – part 3: Swamped by Digitization & Innovation

As discussed, we at semdi believe, that today’s Managers are overwhelmed because of 3 different swamps. We talked about different complexity areas, different motivations, but also swamped by Digitization & Innovation. As I learnt from

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Overwhelmed Managers – part 1: Making sense of today’s world

In the last article I described how managers are overwhelmed with the situation in today’s complex environment and described three different swamps and how this image might help to imagine a manager’s situation. The first

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Why external support can help

I do still remember, when I attended my first Certified Scrum Master Class. My then boss demanded to get external support. At that time I was using Scrum already for quite some time in my

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Cost Of Delay – Prioritising product features

Product Managers, Product Owners or Innovators are not to be envied. Any stakeholder usually have a strong opinion about what is most important for the product. In meetings to discuss those priorities, several stakeholders are

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Prioritisation – where to start

How can I give a good prioritisation to get everything done? I wish, the day would have more than 24 hours. This is my third all-nighter this week. I have too many ideas for too

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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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