Leading an Engaged Organization

“Engagement doesn’t really matter in the workforce today”

That’s not a real quote. I’ve never heard a leader say that. But something doesn’t add

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This Cognitive Bias kills our ability to thrive in complexity

Does this sound familiar?

I was a Program Manager for over a decade, during which time I must have facilitated dozens of “project post-mortems”, a term that always bothered me, since in none of those projects had anyone died. One of the key “Lessons Learned” from nearly every post-mortem I facilitated was some variation on

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From Predicting and Controlling to Embracing Complexity

Agile Organizations shift from a focus on predicting and controlling work to embracing complexity, using experiments and feedback loops to learn and grow.

This post is the second in a series where we will explore each of the Principles of Agile Organizations in more

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From Shareholder Value to Customer Delight and Shared Purpose

Agile Organizations shift from a focus on short-term profits towards a focus on customer delight and achieving a shared purpose.

This issue is the first in a series where we will explore each of the Principles of Agile Organizations in more

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What Do We Mean By Welcoming Complexity?


Subscribe To The Welcoming Complexity Newsletter
In this inaugural issue, we explain the newsletter’s title and provide a few thoughts on relevant Agile For All blog

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Turn The Ship Around – A View Into Agile Leadership

Note: This post is adapted from some posts that I originally created on Adobe’s blog while I was an employee there.

I recently finished reading former U.S. Navy Submarine Commander David Marquet’s book “Turn the Ship Around”. It is a powerful story of learning what leadership means and the struggles Marquet had putting it into place

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Scrum as an agent of culture change

Peter Drucker invented most modern management practices. He was an in-demand coach to hundreds of top leaders in the world’s largest organizations. When he suggested that “culture eats strategy for breakfast” to Dick Clark, he wasn’t actually promoting an either/or mindset. He was pointing out that the amount of time most executives spent working on strategy paled in comparison to

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Scrum as an agent of culture change part 2

In part one of this series, we defined culture. We also described why it is both critical and hard to work on. Finally, we left you with a teaser that there is a pretty good pattern we’ve seen for how to kind of hack your culture for the

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