Each month we sit down with one of our global team, to discover more about who they are. This month we speak with Mamta Mehra from our Singapore team. Why did you join us? Were you in the industry previously, or looking for a new career direction? Prior to ADAPTOVATE, I worked at a global…Continue readingThe Back Story Interview – Mamta Mehra
Pledge 1% initiative. ADAPTOVATE had the privilege of working with non-profit PLAN International Australia and their leadership team as part of our commitment to Pledge 1%. PLAN International Australia supports equality for girls, working alongside supporters and partners to tackle the root cause of injustices facing girls and the most marginalised children across the globe.…Continue readingPlan International Australia
The Back Story monthly interview features ADAPTOVATE employees from around the world. Each month we ask them 10 questions. Our team is the greatest asset we have, and it’s a privilege to share just a little bit more about who they are. This month we are joined in conversation by Maciej Gawarecki, a consultant with…Continue readingThe Back Story interview: Maciej Gawarecki
ADAPTOVATE contributors: Kayla CartwrightJeffrey von DrehnenMurray FoltynTerry SheaRachna Verma Following on from our recent publication, “The Benefits of the Quarterly Delivery Cycle”, we are now looking at how a coach can help implement the QDC. A quick refresher on the QDC (also known in some organisations as the QBR or IBR – Quarterly Business Review…Continue readingHow can a coach help implement the QDC?
The Back Story monthly interview features ADAPTOVATE employees from around the world. Each month we ask them 10 questions. Our team is the greatest asset we have, and it’s a privilege to share just a little bit more about who they are. This month we are joined in conversation by Ben Lyon, a senior consultant…Continue readingThe Back Story interview: Ben Lyon
ADAPTOVATE Co-Authors:Kayla Cartwright, USAJeffrey von Drehnen , AustraliaMurray Foltyn, AustraliaTerry Shea, USADave Stewart, CanadaRachna Verma, Australia What is the Quarterly Delivery Cycle? The Quarterly Delivery Cycle (QDC) functions much like the Sprint Review and Planning events but at the strategic scale. In essence we are looking back at what we delivered to achieve outcomes and…Continue readingThe Benefits of the Quarterly Delivery Cycle (QDC)
Authored by Hwee Queen ChongCo-authored by Erika Gonzalez, Andy Koh and Ash Patil Why and How Asian Organisations Should Develop an Internal Agile Coaching Capability Business agility is the ability for whole organisations to respond to change quickly and with benefit. To achieve business agility, organisations must scale and implement Agile at the enterprise level. Scaling Agile goes beyond simply replicating Agile ceremonies and practices across an increasing…Continue readingDeveloping Agile Coaching Capability in Asia
How to measure an Agile Transformation is paramount to succeeding in the long term. The true test of a successful Agile Transformation, will be continued (or sustained) success.Continue readingHow to measure an Agile Transformation
ADAPTOVATE are proud supporters of Pledge 1% and commit to giving back 1 percent of our time and skills every year in all our offices globally. We have worked with several in-need organisations over the past few years, and this year we are proud to have worked with Brittany’s Backpack Ministry, in Texas USA and…Continue reading#givingtuesday 2021
Situation Loreto Normanhurst, an independent school for girls is running a Design Sprint program at scale for 180+ year 10 students in November 2021. ADAPTOVATE partnered with them as part of our commitment to Pledge 1%. The school has partnered with 9 businesses including Netflix, Google, Universal and Guzman y Gomez to help them solve 9 business problems with…Continue readingLoreto Normanhust, Pledge 1 Percent 2021
In this edition of The Back Story interview we sit down with Brooke Pannell, one of the team in the US. Continue readingThe Back Story interview: Brooke Pannell
The short answer is a resounding YES. Yes Agile can (and should) be used in small teams. Not only that, it’s the small Agile teams (pilot teams) that are used in a typical journey to scaling agile through an organisation. The benefits of Agile apply regardless of team size. The Benefits of Agile Consider these…Continue readingCan Agile be used in small teams?
“Agile Transformation” is shorthand for an organisation to demonstrate that they’re ready for change and into a better way of working. It signals an openness to doing things differently, being more collaborative, and a readiness to evolve.” Karen Chan, senior consultant, Toronto. Organisations that are overly reliant on previous experience and legacy processes can be…Continue readingHow to explain to the rest of the business why an Agile Transformation is taking place?
English Title: Blueprints and Proof Points for Agile at Scale[Would you prefer to read this article in English?] 你的团队应该在哪个时间点迈向大规模敏捷模式呢？ “大规模敏捷框架能够让你的团队在开发过程中通过新的工作方式实现复合收益” ——帕特里克•菲茨杰拉德 美国ADAPTOVATE公司高级顾问 研究表明，基于瀑布式开发的项目无法以每三个月为一循环的节奏交付可衡量的商业价值，这大大增加了项目失败的风险。 缺少最终产品可见性、未有可用的产品增量以及时刻变化的客户需求都是典型瀑布模式下的风险。而这些风险在敏捷运营的环境中是可以避免的。 通过使用敏捷模式的开发方法并同时鼓励你的团队也采用敏捷开发思路，你不仅可以降低风险，还能以规律的节奏快速交付价值。敏捷模型把客户持续变化的需求嵌入其中，同时使用迭代的测试并学习的方法来规避风险。 要想从一开始就成功扩展敏捷，重要的是要完成企业内部的敏捷诊断。这将更准确地分析出哪些方面敏捷的实施进展顺利因而应该扩展，以及哪些方面需要改进，以实现更好的交付。从业务准备的角度来看，它还为保证执行敏捷转型或敏捷商业模式的应用打下良好的基础。 并不是所有的部门都需要敏捷模式。 在《哈佛商业评论》(HBR)一篇关于规模化敏捷的文章中，作者让我们思考，如果你真的要在整个企业中进行拓展敏捷的应用，你会发现有些部门是并不需要敏捷的。然而，他们表示，“企业内部的摩擦会引起火花，从而造成公司内部混乱崩溃乃至糟糕的结果。”为了确保实践了敏捷开发的部门可被那些没有采用敏捷操作的部门支持，改变和调整是必要的。” 因此，在全力投入于敏捷规模化之前，你需要了解和考虑一下什么时候是在企业中扩展敏捷的好时机。你是否需要说服你的经理或利益相关人? 你是否有足够的依据和支撑点来做出周全的决定? 若你现在正在考虑你的公司是否到了规模化敏捷的好时机，你可以参考以下几个因素： 规划出蓝图 你的企业中必须有团队可以理解在敏捷开发模式的目的和益处。这样的团队可以向他们的同事阐明敏捷模式的价值和运行方法。 Patrick Fitzgeral说:“即使你已经有几个团队以敏捷模式运作，但你还需要协调他们的活动，并促进跨业务单元中更广的协作，以实现附加的价值。这时，你已经到达了一个可以权衡实施大规模敏捷的时刻。” Dave Stewart 是我们多伦多办事处的项目主管。他描述了在企业中扩展敏捷的最佳时机。一旦你有了一些成功的敏捷团队，就可以为敏捷运营提供蓝图(在你的企业文化背景下)。“这些团队会帮助敏捷教练们指出应该多专注于指导的领域，并提供经验教训，为企业变型的计划提供参考价值。” 这个蓝图可以由试点团队创建，这个团队已经接受过敏捷培训，并了解转型的相关步骤，你的企业可能对敏捷模式的理论和概念已经非常熟悉。然而，“扩展”部分可能需要一套新的工具和解读模式。商业敏捷成熟度的诊断过程将进一步揭示现在需要扩展的内容。 寻找支撑点 FOMO(错失恐惧症)是建立新的工作方式的一极好的策略。我们在洛杉矶的主任Alan Trivedi说：“Kotter博士的变革策略营造了一种紧迫感，这是推动变革的第一步。当你成功地创建了支撑点，你必须开始组建能够持久推动变革的团队。” 当在任何规模中采用敏捷模式时，拥有能力来衡量敏捷对业务的影响至关重要。 支撑点越多就暗示某些东西正在发挥作用。因此，我们必须以可持续的方式扩展敏捷。尽管支撑点会因企业而异，但支撑点是需要预先确定的。 敏捷的成功的衡量基准可以参照以下几点： 更快的上市速度 更高的员工敬业度 更可观的成本效益 客户满意度的增长 若试点团队从一开始就衡量这些因素，那么你便能够开始为利益相关人创建和呈现成功的支撑点。 那么假设你已经有了试点团队，并且你觉得已经有了在整个企业中实施敏捷规模化的蓝图和支撑点。接下来怎么做呢? 需要考虑的三个因素 为了评估你的企业中敏捷规模化的时机是否正确，你需要仔细考虑以下三个因素： 领导的支持 领导的认同对任何转型都至关重要。它必须由领导者牵头，并得到认可、关注以及和领导者频繁沟通。企业中需要对转型的原因持有相同的理解，这才能让企业踏上成功的变革之旅。当我们理解了转型的动机和目的，我们就能有目的且更目标一致的前进。…Continue reading大规模敏捷模式的蓝图和依据点
Contributions by:Karen Chan, Senior Consultant, TorontoInaya Dsouza, Associate, Los AngelesBen Lyon, Senior Consultant, LondonNate Nelson, Managing Director, Los AngelesFiona Royall, Project Lead, MelbourneRachna Verma, Senior Consultant, Sydney ADAPTOVATE recently partnered with a large company to design and run an Agile leadership bootcamp. There were three intended outcomes from the bootcamp Build a common language Align…Continue readingRunning an Agile leadership bootcamp can fast track a transformation
To embark on implementing Agile at enterprise level, an organisation will require many things to be aligned and in place. Scaling Agile takes time, commitment and patience. The outcomes are worth it, from increased ROI to employee morale. To scale agile an organisation will almost always require outside firms to consult on the implementation. This…Continue readingScaling Agile – The checklists
We discuss the differences between Agile, and Business agility. The two terms are often used interchangeably, which is incorrect. Continue readingAgile vs Business Agility
In our second article from Lessons from Leaders series, we ask some of our team what is the most valuable lesson they’ve learned from failure. As champions of Agile, we encourage teams to become more comfortable with failure as they test hypotheses, learn new information and iterate on their ideas. Nathan Nelson – Partner, Managing…Continue readingLessons from Leaders: Learning from Failure
“People and their mindsets (which can, with coaching, be changed) are the true drivers of change in any organisation,” Kayla Cartwright, Project Lead We could start and end this article with that statement. It has the four words that matter. People.Mindsets.Coaching.Change. We talk a lot about transformational change, consulting and coaching, the whys and the…Continue readingWhy Agile won’t fundamentally change your business (hint – it’s your people)
We asked our leaders one area which they recommend for improvement, to deliver greater value to your client or team. ADAPTOVATE’s success is predicated on the consistent demonstration of our values, one of which is embodying a growth mindset. So, we recommend these 11 lessons from leaders Understand how to turn weaknesses into strengths Think…Continue readingLessons from Leaders