Episode 50 - The Essence of Agile

50 episodes!?!?

After 3 years and 50 episodes spanning all kinds of crazy topics, we get back to basics in this show.  In our last meta-cast we discussed how Agile has "jumped the shark" (I guess we should have known the answer to that since we capitalize it now...), Bob and I start all over again.  In an effort to remove all of the fluff and buzzword bonanza that dominates many Agile discussions today, we talk through what is really at the core of Agile.  How important are standups?  What one ceremony is non-negotiable?

Enjoy the episode and please leave feedback in whatever channel you prefer!

2 comments:

  1. Episode 46 addressed the challenges with agile adoption. This episode suggested that the leaders/agile coaches remind the team members to be open, adopt the agile techniques and approach leaders with questions. This approach seems to me like coaching of culture for the success of agile. Lack of designated leader in the teams to look at the team(s) from outside and teach tip/tricks to improve the execution/culture may actually overload the teams to research different techniques rather than focusing on execution.

    So, I believe that managers, directors and coaches are key to the successful agile adoption.

    In the episode 50, the possibility of reducing/removing leaders from the team(s) is discussed. So the question is how do we successfully adopt the agile without any leaders? Who does the coaching in that case? What strategies can be used to reduce the number of leaders when agile adoption is challenging even with many leaders.

    In the same lines, Valve's business model and it's innate culture may be supporting open allocation model. Do you think that this model works for publicly traded companies which are forced to forecast their sales and growth?

    Thanks,
    Rajesh

    ReplyDelete
    Replies
    1. I believe open allocation would serve forecasts better than a select few guessing about those forecasts.

      In an ideal world, the team is built with leaders (not by title) that can help the team transform on its own. That isn't always true, so existing leaders within the company will have to help with the transition. However, a true leader will eventually step into the background and the team will take off without them. That is where many leaders fail. They hold on too tight and never let the team truly excel.

      Delete