Our Agile Tales

What’s it like to work at the cusp of a radical company that’s breaking all the rules, including Agile as most people know it?  From 3-hour sprints to very short-lived teams, we’re chatting with Joe Justice about Elon Musk’s desire and drive to innovate quickly. The result is tangible organizational agility at Tesla. We’re going to cover everything about agility, from HR (Episodes 1-2), Finance (E...

What’s it like to work at the cusp of a radical company that’s breaking all the rules, including Agile as most people know it?  From 3-hour sprints to very short-lived teams, we’re chatting with Joe Justice about Elon Musk’s desire and drive to innovate quickly. The result is tangible organizational agility at Tesla. We’re going to cover everything about agility, from HR (Episodes 1-2), Finance (E...

What’s it like to work at the cusp of a radical company that’s breaking all the rules, including Agile as most people know it?  From 3-hour sprints to very short-lived teams, we’re chatting with Joe Justice about Elon Musk’s desire and drive to innovate quickly. The result is tangible organizational agility at Tesla. We’re going to cover everything about agility, from HR (Episodes 1-2), Finance (E...

What’s it like to work at the cusp of a radical company that’s breaking all the rules, including Agile as most people know it?  From 3-hour sprints to very short-lived teams, we’re chatting with Joe Justice about Elon Musk’s desire and drive to innovate quickly. The result is tangible organizational agility at Tesla. We’re going to cover everything about agility, from HR (Episodes 1-2), Finance (E...

Did your enterprise agile transformation start with the Finance and HR departments? No? You are not alone. Are they on the roadmap to be next? Maybe they should be… Agile is a mindset and a habit, using some frameworks and practices. However, it is hard to be agile when we need to provide all the answers at the end of each year for the entire following year or when we report in a waterfall manner....

After looking at middle management's, team's and individual's resistance from both the US' and the UK's perspectives in Episode 4 & 5, comparing and contrasting the manifested behaviours of resistance to Agile - both overt and covert forms, and seeing how the people perceive and react to them, we now dive deeper into understanding the various sources of the resistance....

Continuing from Episode 4,  we look at middle management's, team's and individual's resistance, this time, from the UK's perspective. We’ll compare and contrast the manifested behaviours of resistance to Agile - both overt and covert forms. We'll also see how the people perceive and react to them.  Visit us at https://www.ouragiletales.com/about

The Agile Manifesto came out in 2001. Today, it seems that everyone is on the Agile bandwagon, making it fairly common in many workplaces. Still, whether a company is already established with Agile or just starting on their Agile journey, resistance to Agile, abounds. How is that manifested in such organizations? Where are the sources of the opposition? Do they come from People? Executives? Middle...

After looking at senior management's resistance from both the US' and the UK's perspectives in Episode 1 & 2, comparing and contrasting the manifested behaviours of executive resistance to Agile - both overt and covert forms, and seeing how the people perceive and react to them, we now dive deeper into understanding the various sources of senior management resistance.   Through...

Continuing from Episode 1,  we look at senior management's resistance, this time, from the UK's perspective. We’ll compare and contrast the manifested behaviours of executive resistance to Agile - both overt and covert forms. We'll also see how the people perceive and react to them.  Visit us at https://www.ouragiletales.com/about

The Agile Manifesto came out in 2001. Today, it seems that everyone is on the Agile bandwagon, making it fairly common in many workplaces. Still, whether a company is already established with Agile or just starting on their Agile journey, resistance to Agile, abounds. How is that manifested in such organizations? Where are the sources of the opposition? Do they come from People? Executives? Middle...