Category: Agile

The Agile Transformation and Its Metrics

In ret­ro­spect, I con­sid­er it one of my biggest mis­takes to have always cat­e­gor­i­cal­ly reject­ed met­rics for the agile trans­for­ma­tion. Although I still see the dan­ger of an explo­sion of car­go cult if phe­nom­e­na of agili­ty are mea­sured and reward­ed instead of the essence, I would con­scious­ly take the risk today. For soon­er or lat­er, in every trans­for­ma­tion, there comes a time when the ques­tion is raised very insis­tent­ly as to what all this is meant to achieve and what it brings. And then you have to beat the sys­tem with its own weapons.

Practical Constraints: Resistance is Futile

Every trans­for­ma­tion entails fric­tion with the sta­tus quo. Those who sim­ply accept the prac­ti­cal con­straints that are brought into play dilute the trans­for­ma­tion. The new is then only some­how amal­ga­mat­ed with the col­lec­tive with­out bring­ing about a sig­nif­i­cant change. The trans­for­ma­tion itself is trans­formed and its pro­tag­o­nists are either assim­i­lat­ed or repelled.

Gap Size and Agility

The cre­do of the start-up cul­ture, “Fail fast, fail cheap”, still has the bland after­taste of slop­pi­ness for Ger­man engi­neers and their man­agers. This typ­i­cal Ger­man fix­a­tion on gap sizes pre­vents agili­ty and slows us down.

Cynefin and Corona

Although the SARS-CoV­‑2 virus is cer­tain­ly not a wel­come but nev­er­the­less a good rea­son to reflect on how to deal with com­plex­i­ty and deci­sion-mak­ing in com­plex to chaot­ic sit­u­a­tions. The Cynefin frame­work by David Snow­den pro­vides a very help­ful frame­work to this end.