Change management

Whatever technology you are using now, there is a good chance that it will be irrelevant ten years from now. From the software you use for work to the hardware you have with you now. From the devices you use at home to the means you use to get from A to B. The world is changing ever faster. But can we keep up? Welcome to the Supernova! Welcome to the Supernova In his book 'Thank you for being late', journalist and publicist Thomas Friedman gives dozens examples of just how fast technological change is accelerating. Take Apple's iPhone. Released…

If you're a Scrum Master, Change Agent, Agile Coach or otherwise interested in involving and tapping into the wisdom of everyone, Liberating Structures are a wonderful extension of your toolkit. In this post I explain why and offer some concrete examples. If you'd like to experience Liberating Structures first-hand, Johannes Schartau and I gladly invite you to join our workshop at Scrum Day Europe 2017. The way we communicate in groups is broken Ever been part of a status meeting where most people are checking their phones or staring into the distance? Ever been part of a brainstorm where only…

More often than not, Scrum seems like a Bad idea. At least, judging from the reasons that are often presented to me when I am asked to help a company get started with Scrum: "We want the team to take more ownership of what they're developing". "We want teams to behave more professionally". "We want to use Scrum to improve upfront estimates and stay within budget". "We want the team to work more efficiently and become more productive". "We don't have room for a project manager, so Scrum is our best option". There is nothing wrong with these goals. I'm…

We (Christiaan Verwijs & Barry Overeem) wrote this post collaboratively to share our insights and lessons learned by applying Lean Change Management in practice. A couple of weeks ago Barry Overeem, Hans van der Burgh and I facilitated a workshop for an organization in the Dutch energy market. The workshop focused on two themes: Moving from “doing agile” towards “being agile” Improving the alignment and collaboration between business and IT We proposed to facilitate a one-day workshop to jointly explore the challenge and extract a handful of concrete experiments for the upcoming weeks. As the foundation for this workshop we…

This is my fourth post in a critical series on Evidence-Based Management (EBM). This series discusses a number of objections that I have against EBM; a quality movement that intends to improve managerial decision-making by urging managers to use the best available (scientific) evidence (Pfeffer & Sutton, 2006). In my first post, I introduced the series and summarized my objections. In my second post, I discussed the history of EBM and how Scrum.org applies it to software development. My previous post focused on the problematic definition of evidence that underlies EBM. In this post, I will…