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COVID-19 and the corona virus currently occupies our daily lives. All news outlet report on it almost 24/7. What used to be smalltalk about the weather is now about this horrific virus.

Even though applying agile processes in that context is often a good and valuable idea, business agility is a much bigger term than that. It means how well an organization is equipped to react to market changes, merging customer needs or other factors that impact the business as a whole. 

Part I of this Evidence-Based Management (EBM) blog post series covered a general introduction to show how evidence-based management can be a powerful instrument when being used in agile transformations.

Bob and Carl Ferro are the proud owners of Nick’s Bar and Grill in Hollywood Beach since 1980 and this place is an institution in this South Florida beach town to say the least.

Katas and patterns go hand in hand and so does the Agile Transformation Kata (ATK) harmonize very well with the organizational change patterns published for example by Mary Lynn Manns and Linda Rising in their book  More Fearless Change.

Just to set the scene, I haven’t figured this out yet. I can tell you my story, in all its ugliness. It’s based on a real story, but it’s changed significantly from reality to protect the innocent. I hope you still find my account useful.

The term Agile Transformation is often mingled together with a series of other things, for example a business transformation or a digital transformation. These are however very different things.

Imagine for a moment what frequently asked questions around agile transformations look like. Which questions do you hear most often as it seems agile transformation has been a hot topic lately?

For executives and for change agents who deal with executives in large contexts ...

An executive is a person who owns the strategy or sets the direction of travel or sets justifications for spending. This exec could be the Product Owner for a chunk of the organization.

Gathering the metrics for Evidence-based Management in software organisations can be a strenuous task and I have a number of customers that are fretting on what to collect and from where.

As a Agile coach, I refer to a few tools to help me think about where my Scrum teams should go next on their path to Agility.

A few weeks ago I headed out to the Scrum.org offices in Boston to participate in training to hone my skills as an Evidence-based Management Consultant.