The very first step on making an enterprise succeed is by having a vision statement that anyone...
Connecting the dots – Vision, OKR, Scrum, Lean Inception, Outcome and output
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Strategy and Planning
Festival Agile Trends – What an honor!
I am honoured to be a keynote speaker at the Festival Agile Trends. It is always a pleasure and an...
What’s your elevator pitch?
If you are a consultant working on a client, then you must have a concise and clear elevator pitch. Basically you meet another consultant on the elevator and she asks you: what is the name of that client of yours? What are you doing there? Here is mine: I help Sicredi...
A day without internet
Everyone should do it! At least once a month. A full day without any internet connection. I have just experienced it and I feel great. I was writing and thinking with myself and did not get distracted or interrupted by accessing email, WhatsApp, Twitter, Facebook or...
OKR
Having first encountered OKRs (Objectives and Key Results) in Silicon Valley a decade ago, their resurgence in the agile community is met with optimism. Originally devised by Intel in the 1970s and embraced by tech giants like Google and Twitter, OKRs are now a global phenomenon, applied from startups to large corporations. The essence of OKRs lies in cascading objectives down the organizational hierarchy, providing a qualitative goal (Objective) and a set of measurable outcomes (Key Results). This framework, exemplified by templates like “I will (Objective) as measured by (Key Results),” acts as a bridge, connecting agile engineering practices with organizational performance management. Through real-world examples, this approach demonstrates its versatility, enabling businesses to set and achieve meaningful goals while fostering continuous growth and adaptability.
What to Build?
In 2015 I read Steve Blank post: Why ‘Build, Measure, Learn’ isn’t just throwing things against the wall to see if they work I always had a hard time dealing with the jump from the business model canvas to the agile engineering practices. After experimenting lots of...
Product team
Product teams are long-lived, cross-functional teams dedicated to a feature set, a product, or a product line. Instead of teams being formed for a project, with product teams, the project is built to maximize the synergy between the team and the upcoming demand. With...
Shadow IT
A few months ago I run a lean inception to bring a software solution from the shadow to the authorized IT department ecosystem. Only then I realized the power and importance of shadow IT for large organizations. At the same time shadow IT can be viewed as an outlier...