Microsoft is a dominant player in IT. But is it agile? Does it display enterprise agility? Organization Microsoft has gone through some re-orgs in the period we’ll look at. The most recent re-org created 5 engineering groups and a bunch of non-engineering groups. Those engineering groups are largely responsible for themselves are are: Operating Systems
Some people struggle with Apple as an example of enterprise agility. It is a behemoth known for building massive (and sticky) platforms over many years. Are they the opposite of agile? Or are we misunderstanding Apple’s rise? Creeping Determinism Be careful of creeping determinism. Once we know what Apple did and that it was successful,
There are a lot of people who talk a lot about enterprise agile or agile “at scale”. They even put together very big graphics to show us how to do it. Unfortunately, they seem to miss the point. Individuals and interactions OVER processes and tools To understand what enterprise agility means, let’s look at Apple.
For all the attention people apply to not being agile, or needing to be more agile, there is a distinct possibility that is often unaccounted for. That you’re already agile. Of course, you could have a better process, but that’s always true. Recognizing that you can be better is at the heart of agile (and
There’s an interesting problem that can appear in companies that develop their own agile IT capabilities. Ceremonies get added, scrum masters are appointed, deliveries ramp up, and all is looking good. Then a team is formed to tackle some novel problem or implement some new industry buzz word. I think that having an SDLC will
Any talk about lean should always include the 8 wastes, so we’ll look at how these apply to software development (or any knowledge industry). Rather than creating a whole new list of wastes, we’ll find that the originals apply just as well; we just need to shift our perspective a bit. Muda, Mura, Muri Before
Recently, I’ve said a lot of bad things about “busyness”. I stand behind all of them, but that does not mean that the way to be agile and lean is to do nothing. It is not true that just because you’re doing something that you’re delivering value. It is also true that you must