Sublime
An inspiration engine for ideas
One thing we have learned from clients is that often processes, practices, or software systems that have been competitive differentiators become competitive anchors. A large financial company based its success on a core software application that agents used when working with clients and prospects. The application was so complex that the company
... See moreJim Highsmith • EDGE: Value-Driven Digital Transformation
Grey Hair-type projects the problems to be addressed are somewhat more familiar, at least some of the tasks to be performed (particularly the early ones) are known in advance and can be specified and delegated. The opportunity is…
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David H. Maister • Managing The Professional Service Firm
continuous performance management,
John Doerr • Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs
The research for the State of DevOps Reports from 2013 to 2019 was a cross-population study that spanned over thirty-six thousand respondents over six years. It showed that architecture determined if it was possible for teams to:58 •make large-scale changes to the design of the system without the permission of someone outside the team or depending
... See moreSteven Spear • Wiring the Winning Organization: Liberating Our Collective Greatness through Slowification, Simplification, and Amplification
As Ed worked throughout the eighties, he continually refined his ideas and teachings around Profound Knowledge. Those six management principles he originally taught at Nashua soon morphed into his now-famous “14 Points for Management,” which he outlines in Out of the Crisis.
John Willis • Deming's Journey to Profound Knowledge: How Deming Helped Win a War, Altered the Face of Industry, and Holds the Key to Our Future
Then one day, one of the developers came in with a Harvard Business Review paper from 1986, written by two Japanese business professors, Hirotaka Takeuchi and Ikujiro Nonaka. It was titled, “The New New Product Development Game.” Takeuchi and Nonaka had looked at teams from some of the world’s most productive and innovative companies: Honda,
... See moreJeff Sutherland • Scrum
the technology transition has been moving from cost and efficiency to speed and adaptability (of course, customer value is everyone’s primary fitness function). This transition is illustrated by an article and a book published 10 years apart. In 2003, Nicholas Carr wrote a controversial article in the Harvard Business Review titled “IT Doesn’t
... See moreJim Highsmith • EDGE: Value-Driven Digital Transformation
Kaizen Principle 4: Use the “Five Whys” technique to identify a problem’s root cause
Anthony Raymond • Ikigai & Kaizen: The Japanese Strategy to Achieve Personal Happiness and Professional Success (How to set goals, stop procrastinating, be more productive, build good habits, focus, & thrive)
Think of traditional organizations in which business analysts, developers, testers, and operations staff operate in separate functional teams. These teams are dependent on each other at a very low level. Even though they may be working toward the same goal, they will inevitably have different priorities. They will also have different processes and
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