Modern Budgeting concepts are useful but can ignore one of the biggest problems in most organizations, the muddling of Prioritization, Capacity, and Funding. In order to do any Modern Budgeting practices, you first need to decouple (or ‘detriple’) these three activities.
The Agile Coach’s mantra is “You can’t just DOOOO Agile, you have to BEEEEEE Agile.” For many this conjures images of people singing Kumbaya. Let’s take a closer look at the Doing and the Being of Agile.
Agile is all about delivering value sooner. It’s a great idea, but teams struggle to actually do it.
Small violations of group norms need to be nipped in the bud, otherwise the door is open to bigger and bigger dysfunction. It may seem petty to address small infractions, but it’s worth it.
I hear a lot of Agilists throwing stones at Agile teams that are not doing “perfect” Agile. Let’s put an end to this, and respect everyone for where they are on their journey.
Have companies simply recycled old management ideas and called them ‘Agile’? And does it matter what we call it if it’s working?
Sometimes getting teams to try something new can make you feel like Sam I Am. Are you spending more time addressing objections than on the activity itself?
The holy grail of all organizations is connecting strategy to execution. Many organizations have a great strategy and it doesn’t get executed. And others have no strategy at all, but execute with precision. How can you ensure that strategy and execution are interconnected?
Companies build complex bureaucracies and then wonder why things take so long. When I help companies examine these processes, the process is so ingrained in everyone’s mind as an undeniable truth, people have developed a blind spot. Consider how you might be contributing to the red tape without realizing it.