“Moving the responsibility for change from a hierarchy to a network is a transformation that is best stimulated by a network, not by a hierarchy.”
When companies start to replace value creation by valuation, when they put employees in the center of their acting thereby, this is unleashing unknown potentials, which arises from this process. The story of Upstalsboom, a hotel chain which started to change the attitude towards employees by setting focus on valuation, is a brilliant example how good this works in reality
When I was starting with agile teams many years ago, my main motivation has been to create more robust delivery processes. When I was looking at the findings, I was realizing, that I was not able to drive change by myself, so my motivation changed to empower the people in the teams to take actions on themselves. Now I realize, that my motivation has to be to foster a joint understanding of values and create room for the teams to take actions. Agile tools belong to the teams and not to me.
Yesterday evening I was conducting a 90 minutes agile training. It has been the first for a while now. It has been a practice oriented training, and it has been very comprehensive and demanding, but I have learned a lot. That’s why I want to tell a bit about my experience.
Agile methods are getting more and more grip in a fast-paced business world – mainly because they promise easy adaptation to change. But listening to people working in such agile setups, quite often they suffer from it than that they benefit. Why?