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Yuval Yeret

Servant leadership, interaction-based learning and adaptability: how Spotify stays succ... - 0 views

planet-lean.com/y-how-spotify-stays-successful

spotify case studies servant leadership agile-org-structure-list

shared by Yuval Yeret on 19 Jun 15 - No Cached
  • Yuval Yeret on 19 Jun 15
     
    "Tribe Lead"
Yuval Yeret

LSSC12: The Improvement Journey - Yuval Yeret on Vimeo - 0 views

vimeo.com/43222643

kanban conference talk vimeo improvement journey yuvalyeret video Continuous Improvement improvement-list agile-change-management-list

shared by Yuval Yeret on 22 Mar 14 - No Cached
  • Yuval Yeret on 22 Mar 14
     
    "This presentation was given at the Lean Software and Systems Conference 2012 (LSSC12). Lean/Agile is not just about delivering early and often, it is even more importantly about continuously adapting the way we work towards an improved capability of delivery. Yet how many of us have worked in a continuously improving organization? How many of us have seen one in real life? It's hard to keep management interested in Improvement for very long, making Continuous Improvement a holy grail of sorts. As Lean/Kanban practitioners we believe the only sustainable way to improve is via evolutionary emerging change. But if we the organization is not interested in pursuing it, we have a big problem. Through some challenging situations from real client work we will see a few patterns that fail and a few patterns that show more promise for energizing improvement. We will also look at improvement pace and how to apply kanban approaches to make the improvement more sustainable. We will also explore some local cultural aspects that might affect the drive (or lack of) towards improvement, and how to deal with them, with some interesting insights about the Israeli culture…"
Yuval Yeret

CIO Perspectives: A Conversation on Agile Transformation, Part 2 - 0 views

www.borland.com/...cio-perspectives-part-two.html

agile transformation

shared by Yuval Yeret on 15 May 09 - Cached
  • Part 2
  • The thinking is that IT is mission-critical, so let's not change things without giving it a lot of thought and a lot of consideration
  • The really hard part is around the people transformation - getting developers to work side-by-side with testers and users is a completely foreign concept.
  • ...8 more annotations...
  • The reason there's been so much turnover of CIOs in the last ten years is because the end users – the CEOs, the CFOs and the division heads – are unhappy with the results. When IT professionals realize this, and realize that something like Agile gives them the opportunity to create better value for their businesses, then they're going to be a lot more willing to adopt it. I hope that development organizations are starting to see around that corner.
  • We WANT to go Agile. How do we overcome the skepticism at the CXO level?"
  • My recommendation would be "try it." Agile doesn't equal risk, but changing development methods does equal some risk
  • t can be a big deal to say: "I'm going to change our development methodology." It makes people sit up and want to dive into deep detail before getting on board. The question comes in the form of the old development methodology: "Let me see the high level plan and what the change will be in the deliverables and methodology over the next two years." This is exactly what you're trying to avoid by going to an Agile method.
  • try Agile on a few small projects, measure the results, talk to users about their satisfaction, and then readdress
  • nitiate the shift in the most change-prone areas first, and then work it backwards through the rest of the organization
  • It doesn't happen everywhere at all times, and it doesn't work in all areas. It's good to recognize that up front – that software development projects adapt to this easily, but an infrastructure project would have challenges with this approach. So, select a few areas that would naturally lend themselves to Agile, such as application development, gradually introduce it to these areas that need it most, and then measure results.
  • Again I'd say: "Try it." Agile transition is absolutely about organizational change. To win executive support we need to speak in terms of risk management, measurement and the bottom line.
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