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How To Do Agile Right

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‘Agile teams believe that customer feedback is better than management hunches for determining which innovation efforts are most important and how best to adapt them.’

‘Agile teams do not use sprints to make people work harder or faster. They use sprints to get faster feedback real customers (external and internal) about what those customers truly value.’

‘Creating an agile enterprise requires balancing and integrating operations with innovation.’

‘The best way to manage the transition to an agile enterprise is to manage it like any other agile team.’

‘Effective agile programs adapt to empirical feedback about inputs, activities, outputs, outcomes, and purposes. Few organizations currently have sufficient data to assess their present level of agility or their progress in improving it.’

‘Teams in an agile enterprise must make decisions quickly. Agile leadership teams can support quick decision making by being inclusive, overcommunicating, coaching, and building learning loops.’

‘Contrary to the popular myth, planning is an essential part of agile. Planning, budgeting, and reviewing must work together in frequent, adaptive cycles.’

‘Continuously revisit your talent strategy, recognizing that while you will need some new talent, most of the people in your organization are already there.’

‘Persistent, cross-functional agile teams are the best ways to improve business processes and technology. As teams gain experience and trust with operators, their development capabilities increase and adoption rates accelerate.’

‘Pace yourself to create pull and build momentum. The sequenced plan needs to include all the elements of the operating model- accountabilities and decision rights, management system, leadership and culture, talent practices, and the like.’

Source

Darrell Rigby, Sarah Elk, and Steve Berez (2020). Doing Agile Right: Transformation Without Chaos

#AgileDecisionMaking #AgileLeadership #AgileLearning #AgileManagement #AgileTeams #Agility #Change #ContinuousImprovement #Enterprise #Growth #HealthAndWellBeing #Improvement #LeanLearning #learning #Life #PersonalDevelopment #Success

gtbarry Jul 21, 2024

Where Companies Go Wrong with Learning and Development

Today’s employees often signal through continuous professional education (CPE) credits so that they can make a case for a promotion. L&D staff also signal their worth by meeting flawed KPIs, such as the total CPE credits employees earn, rather than focusing on the business impact created.

#business #management #CPE #LeanLearning

https://hbr.org/2019/10/where-companies-go-wrong-with-learning-and-development

Where Companies Go Wrong with Learning and Development

Not only is the majority of training in today’s companies ineffective, but the purpose, timing, and content of training is flawed. Want to see eyes glaze over quicker than you can finish this sentence? Mandate that busy employees attend a training session on “business writing skills”, or “conflict resolution”, or some other such course with little alignment to their needs. Like lean manufacturing and the lean startup before it, lean learning supports the adaptability that gives organizations a competitive advantage in today’s market. It’s about learning the core of what you need to learn, applying it to real-world situations immediately, receiving immediate feedback and refining your understanding, and then repeating the cycle. In order to begin practicing lean learning, organizations need to move from measuring credits earned to measuring business outcomes created. Lean learning ensures that employees not only learn the right thing, at the right time, and for the right reasons, but also that they retain what they learn.

Harvard Business Review

jprbarry Aug 4, 2021

Where Companies Go Wrong with Learning and Development #learning #LeanLearning #ActiveLearning #8020
https://hbr.org/2019/10/where-companies-go-wrong-with-learning-and-development

Where Companies Go Wrong with Learning and Development

Not only is the majority of training in today’s companies ineffective, but the purpose, timing, and content of training is flawed. Want to see eyes glaze over quicker than you can finish this sentence? Mandate that busy employees attend a training session on “business writing skills”, or “conflict resolution”, or some other such course with little alignment to their needs. Like lean manufacturing and the lean startup before it, lean learning supports the adaptability that gives organizations a competitive advantage in today’s market. It’s about learning the core of what you need to learn, applying it to real-world situations immediately, receiving immediate feedback and refining your understanding, and then repeating the cycle. In order to begin practicing lean learning, organizations need to move from measuring credits earned to measuring business outcomes created. Lean learning ensures that employees not only learn the right thing, at the right time, and for the right reasons, but also that they retain what they learn.

Harvard Business Review