As we’ve mentioned in a previous article, business agility can create a culture that increases retention and morale. While business agility can do this, it requires that leadership puts their people first. Here are three practices to help you focus on your people.
The hiring process is the first experience a new team member will have with your business. A hiring process that seemingly never ends or where the process isn’t clear gives the applicant a bad impression. While long hiring processes can help organizations get to know an applicant before working with them, you risk the candidate going elsewhere.
A faster hiring process that makes it clear what you are looking for shows the applicant that you’re organized and that you respect them as a person. For the employee, a faster hiring process will remove the fear of whether they can support themselves and their families.
Once you’ve agreed to hire somebody, also consider the onboarding experience and the impact t...
enever there is a product for a customer, there is a value stream. Wh
-John Shook and Mark Rother, Learning to See
Creating more value for customers is a core business strategy. With more technologies being developed, companies have been optimizing their software delivery to get the best value out of their products or services. Instead of focusing on individual functions, companies are now developing an interest in the end-to-end value chain. Software development is no longer just the business of IT departments. Company leaders and management are taking an active role in making sure that the software delivery process is driving value to the business. In a way, every organization has become a software company.
Unfortunately, even after investing considerable time and resources on IT transformations, companies still experience misalignment in business vision, strategies, and goals. While they may have implemented new ways of working, such as Agile and DevOps, there is often a disconnect bet...
In previous posts, we discussed what you can learn about your team from tracking a minimum of data. We introduced throughput as the most meaningful metric you can get from only the completion time of a work item. In a subsequent post, we explained how you can calculate cycle time and work in progress by tracking the start time of a work item. In this post, we focus solely on how to calculate failure demand and what it tells you about the true delivery capacity of your team.
We are excited to announce the launch of our newly updated Xodiac website. We have completely changed the layout to clarify the outcomes we help organizations achieve. As before, you will also find useful links to events we are speaking at, podcasts, and blog posts.
Our clients have been asking for a simple way to understand our services and the benefits we bring. To help with this, we have focused on our two most popular services:
Flow Engineering – Created in collaboration with our partner at Visible Consulting, this value stream focused framework targets the creation of clarity and alignment across your organization through 4 maps: Outcome Map, Value Stream Map, Dependency Map, and Capability Map.
Powerful Roadmaps - Based on the book by our own Gino Marckx, this service helps organizations develop a product roadmap that leverages risk to respond to changes and unexpected obstacles in the marketplace.
Below I'll discuss the benefits of these two methods and how they relate to each oth...
The Greek philosopher Heraclitus was onto something when he said many years ago that
ange is the only consta Chnt
A saying as true today as it was for Heraclitus in Ancient Greece.
Today, businesses are impacted by change. Competitors introduce new capabilities or services, customers' loyalty shifts from brands towards value propositions, and new and exciting players disrupt the market altogether.
Introducing organizational change is a tricky business, especially when it involves new technology. Even seemingly innocuous changes to technology can have a far-reaching impact on your organization, disrupting the ways you work. Your initial vision of a smooth implementation, rapid adoption, and a high return on investment is easy to say, not so easy to achieve. For example, it is widely discussed that 70% of transformations fail.
Governance is something of a dirty word. It often generates a visceral reaction in people, conjuring up images of red tape, bureaucracy and time-consuming audits. These are seen as roadblocks to progress, innovation and adoption of new ways of working. This is especially true when we are looking to accelerate the rate of change or delivery speed, such as commonly occurs when adopting DevOps or Agile practices.
Below, I will discuss why we have governance, how it gets applied and some immediate approaches you can look at to help change your ways of working.
Let’s start with the purpose of governance. Governance practices intend to manage risk. I sometimes hear that “this doesn’t apply to me. I’m in a small start-up,” but all organizations, whatever their size, need to manage risk. In one form or another, we are all subjected to governance. In larger organizations, we have added complexity to deal with in creating and managing risk. It is also true that heavily regulated industries ...