Many organizations are striving to become more adaptive a means not just to survive, but to thrive.  The success of an adaptive organization hinges significantly on the capabilities of its people, which often raises the question of how to select people for agile teams.

Many self-managing teams struggle to reach a truly high-performing state. When an organisation moves to a self-management model, a key service centralised management traditionally played – giving feedback – is often ignored, leaving teams struggling to truly grow. In this article, we share how to give effective feedback to improve both team and individual performance.

A culture of feedback is a critical element of an adaptive organisation. While people have talked about how to give effective feedback, little has been said on how to receive it, until now.

This article shares examples of the power of transparency and how it can be used to create breakthroughs in performance.

In late 2018, Vodafone New Zealand set out to improve its customer experience by adopting a ‘digital first’ mindset. Investing in agile would underpin this approach by introducing ways of working that reduce complexity, improve collaboration and bring the customer to the forefront of each decision.

Nobody really saw COVID-19 coming. Most people thought it would be similar to previous virus outbreaks and peter out without any meaningful impact on our daily lives. As the situation unfolded, we struggled to fully grasp the exponential nature of it.

Autonomy is a critically important concept in agile culture, however ignore its counterbalance -accountability - at your peril.

Throughout my career I have helped many leaders adapt their style to one that better supports teams reach a high-performing state. Across a wide range of different industries the patterns of high-performing teams, and how leaders help shape them, have some striking consistencies.

Recently I attended training on Nexus at Scrum.org’s Boston headquarters. Nexus is based on the core principles and values of Scrum and allows companies to apply Scrum at scale while retaining the bottom-up intelligence of self-organisation.

When I first started doing Scrum I was focused on project delivery. As a software professional I wanted to find better ways of delivering customer value and Scrum made total sense to me.

There is a fundamental change in management happening under out feet that is challenging the very need for strategy. Small changes are happening every day and in ten years’ time we won’t recognise management as we have thought of it in the past.