delve into the critical dimensions of Future Shock, exploring how technological acceleration, novelty, transience, diversity, and contradictions shape our world and our responses to it.
What's the Agile landscape of today and tomorrow and what insights we can gather and feed into Futures Thinking for shaping preferable futures through Agile Approaches.
This presentation explores the relationship between agile methodologies and generative artificial intelligence (AI). It reflects on how agile principles enabled organizations to adapt during the COVID-19 pandemic, proving agility is a mindset not a place. The rise of generative AI brings new opportunities to augment human capabilities and boost productivity. However, over-reliance on AI risks decreasing human creativity and collaboration. Agile practitioners must remain vigilant to use generative AI purposefully, preserving team interactions. Examples demonstrate how generative AI chatbots can assist with agile coaching, accelerating knowledge acquisition. But human compassion endures despite innovations. Overall, embracing change through strong values and advanced technology allows agile practices to thriv
Climate change and the depletion of natural resources have made it inopinently urgent to move away from the traditional linear economy models used to date.
For some years now, companies have been experiencing increasing pressure from markets, investors and employees themselves to adapt their business models to those inherent in the circular economy: a way of doing business that aims to keep resources in use as long as possible in production cycles and whose products and materials are recovered and regenerated at the end of their life cycle.
Such a challenge requires every organization to reinvent itself and face significant risks.
However, it is equally clear that such transformations are capable of unlocking great opportunities in terms of new market segments that demand ever-growing quantities of sustainable products and services.
Approaching high uncertainty contexts such as the one described, with traditional ways, severely limits the chances of harvesting all the available value, as well as not breaking the dangerous spiral we find ourselves in.
In this talk we will understand how Agile can be an effective catalyst for such transformations.
We will explore how Business Agility approaches and tools can support any company in all strategic, governance and operational phases of that transformative journey.
Adaptive Strategy Combining OKR and Lean Portfolio ManagementEmiliano Soldi
Uncertainties and market volatility are today the norm
Setting a vision and strategic plans able to survive to such a situation is a complicated exercise for any companies
C-Levels must navigate this continual and perpetual changes; they must provide themselves with tools capable of tackling this complexity, adapt quickly, engage and keep the whole company connected
Exploiting the huge potential of OKRs and Lean Portfolio Management and then connecting them to exploit each other, is the best response to face these challenges
Catalizzare la trasformazione verso la sostenibilità aziendale con agli OKR -...Emiliano Soldi
Gli OKR (Objective and Key Results) possono essere considerati una pratica di management che aiuta le aziende a definire in maniera puntale gli obiettivi e i relativi risultati strategici da raggiungere, grazie a focus, impegno, concentrazione e allineamento continui. In questo articolo descriveremo come gli OKR possano essere utilizzati efficacemente anche per guidare la trasformazione verso sostenibilità e circolarità aziendale, in maniera pervasiva e con un processo end-to-end.
How to open and lead the process of defining corporate strategy in favor of sustainability and circularity.
How injecting agile and design thinking and embracing an open approach to strategy design helps companies become sustainable, remaining profitable and becoming adaptive to market discontinuities
Adaptive Strategy Combinare OKR con Lean Portfolio ManagementEmiliano Soldi
Incertezze e volatilità dei mercati stanno diventando la normalità; situazione che andrà sempre più consolidandosi.
Sviluppare piani strategici in grado di perdurare nel tempo come fatto in passato (3-5 anni) in queste condizioni, è un esercizio piuttosto complicato per qualsiasi azienda. Il management deve navigare quei contesti dotandosi dei corretti strumenti che permettano all’organizzazione di adattarsi rapidamente, coinvolgendo e connettendo l’intera azienda verso obiettivi che possono mutare frequentemente.
Objective and Key Results (OKR) e Lean Portfolio Management (LPM) sono due pratiche che, già prese singolarmente, hanno un potenziale intrinseco enorme e quando adeguatamente combinate, forniscono la necessaria flessibilità nel modificare le proprie strategie in corso d’opera assicurando il raggiungimento dei risultati chiave.
delve into the critical dimensions of Future Shock, exploring how technological acceleration, novelty, transience, diversity, and contradictions shape our world and our responses to it.
What's the Agile landscape of today and tomorrow and what insights we can gather and feed into Futures Thinking for shaping preferable futures through Agile Approaches.
This presentation explores the relationship between agile methodologies and generative artificial intelligence (AI). It reflects on how agile principles enabled organizations to adapt during the COVID-19 pandemic, proving agility is a mindset not a place. The rise of generative AI brings new opportunities to augment human capabilities and boost productivity. However, over-reliance on AI risks decreasing human creativity and collaboration. Agile practitioners must remain vigilant to use generative AI purposefully, preserving team interactions. Examples demonstrate how generative AI chatbots can assist with agile coaching, accelerating knowledge acquisition. But human compassion endures despite innovations. Overall, embracing change through strong values and advanced technology allows agile practices to thriv
Climate change and the depletion of natural resources have made it inopinently urgent to move away from the traditional linear economy models used to date.
For some years now, companies have been experiencing increasing pressure from markets, investors and employees themselves to adapt their business models to those inherent in the circular economy: a way of doing business that aims to keep resources in use as long as possible in production cycles and whose products and materials are recovered and regenerated at the end of their life cycle.
Such a challenge requires every organization to reinvent itself and face significant risks.
However, it is equally clear that such transformations are capable of unlocking great opportunities in terms of new market segments that demand ever-growing quantities of sustainable products and services.
Approaching high uncertainty contexts such as the one described, with traditional ways, severely limits the chances of harvesting all the available value, as well as not breaking the dangerous spiral we find ourselves in.
In this talk we will understand how Agile can be an effective catalyst for such transformations.
We will explore how Business Agility approaches and tools can support any company in all strategic, governance and operational phases of that transformative journey.
Adaptive Strategy Combining OKR and Lean Portfolio ManagementEmiliano Soldi
Uncertainties and market volatility are today the norm
Setting a vision and strategic plans able to survive to such a situation is a complicated exercise for any companies
C-Levels must navigate this continual and perpetual changes; they must provide themselves with tools capable of tackling this complexity, adapt quickly, engage and keep the whole company connected
Exploiting the huge potential of OKRs and Lean Portfolio Management and then connecting them to exploit each other, is the best response to face these challenges
Catalizzare la trasformazione verso la sostenibilità aziendale con agli OKR -...Emiliano Soldi
Gli OKR (Objective and Key Results) possono essere considerati una pratica di management che aiuta le aziende a definire in maniera puntale gli obiettivi e i relativi risultati strategici da raggiungere, grazie a focus, impegno, concentrazione e allineamento continui. In questo articolo descriveremo come gli OKR possano essere utilizzati efficacemente anche per guidare la trasformazione verso sostenibilità e circolarità aziendale, in maniera pervasiva e con un processo end-to-end.
How to open and lead the process of defining corporate strategy in favor of sustainability and circularity.
How injecting agile and design thinking and embracing an open approach to strategy design helps companies become sustainable, remaining profitable and becoming adaptive to market discontinuities
Adaptive Strategy Combinare OKR con Lean Portfolio ManagementEmiliano Soldi
Incertezze e volatilità dei mercati stanno diventando la normalità; situazione che andrà sempre più consolidandosi.
Sviluppare piani strategici in grado di perdurare nel tempo come fatto in passato (3-5 anni) in queste condizioni, è un esercizio piuttosto complicato per qualsiasi azienda. Il management deve navigare quei contesti dotandosi dei corretti strumenti che permettano all’organizzazione di adattarsi rapidamente, coinvolgendo e connettendo l’intera azienda verso obiettivi che possono mutare frequentemente.
Objective and Key Results (OKR) e Lean Portfolio Management (LPM) sono due pratiche che, già prese singolarmente, hanno un potenziale intrinseco enorme e quando adeguatamente combinate, forniscono la necessaria flessibilità nel modificare le proprie strategie in corso d’opera assicurando il raggiungimento dei risultati chiave.
Sul perché l’Agilità sia una risorsa imprescindibile per Sostenibilità ed Eco...Emiliano Soldi
We strongly believe that Agility is a key business capability not only to adapt quickly to market discontinuities (Business Agility), but also represents a key resource to best address transformations toward sustainability and circular economy
The document discusses how agile principles and mindsets can be applied to help drive sustainability transformations. It argues that agile approaches can help impact key dimensions like processes, products/services, organizational culture, and ecosystems. Specific agile tools and techniques like lean, value stream mapping, and empiricism are highlighted as being useful for addressing challenges like waste reduction, collaboration, and sensing weak signals. The document calls for injecting sustainability into everything agilists do and leading by example in helping achieve environmental goals.
Come supportare le organizzazioni nel cambiamento, favorendo e facilitando i processi sottostanti. L'articolo descrive come utilizzando tecniche e approcci legati ad Agile sia possibile rendere più effettivo, veloce e durevole il cambiamento stesso.
Designing adaptive and nimble organizationsEmiliano Soldi
What does it mean to design agile and adaptive organizations?
What are rthe necessary organizational archetypes?
What about Value Streams and Lean Portfolio Management?
Favoring the Emergence through Agile ScaffoldingEmiliano Soldi
The frameworks for scaling Agile in organizations are certainly an excellent tool on which to leverage to develop strategic skills such as market adaptation, innovation and the reduction of product creation times; characteristics that, in all likelihood, will be able to significantly raise the level of general customer satisfaction.
Not a few times, alas, we found ourselves having to deal with practices suggested by those same frameworks that did not fit well with the circumstances and environment of reference. In those cases it is of little use to abandon one framework in favor of another as, in most cases, we would face new failures and a sense of frustration squared.
In business contexts where a minimum but sufficient Agile adoption maturity has been reached to be defined as practitioners, it is certainly worth experimenting with new approaches.
In this deck we will talk about how it is possible to encourage the emergence of emerging practices by teams in their native contexts, and which allow to scale Agile in a more organic and coordinated way, to achieve the above benefits, without the risk of rejection and decreasing to a minimum the inefficiencies due to lack of alignment, collaboration and communication.
We will use the example of "biological scaffolding" to explain how in a human body, in a completely natural way, it is possible to influence a system from the inside, cellular in that case, towards certain directions and behaviors, avoiding invasive, constricting interventions or structures or limiting.
We will use that concept as a metaphor to apply to Agile transformations.
Business Agility - Transforming Disruptions into Competitive AdvantageEmiliano Soldi
This document discusses how organizations can transform disruptions into competitive advantage through business agility. It advocates developing agile capabilities like cross-functional teams, continuous learning and feedback loops, adaptive funding models, and the ability to quickly start, stop, or pivot initiatives based on validating business value hypotheses. Organizing around value streams, developing a learning culture, and building trust at scale are identified as important elements of building business agility and resilience to cope with disruptions.
The document discusses two new technologies, radar and VHF radio, that emerged in 1941 and had the potential to enhance situational awareness for the U.S. Navy. However, during initial battles they instead created confusion by overloading officers with too much uncorrelated information. Admiral Nimitz advocated for self-organization and experimentation to better utilize the technologies. This led ships to form multi-disciplinary teams to centralize information processing, which emerged as the Combat Information Center and improved coordination.
Trovarsi alla guida di un’organizzazione oggi è un esercizio piuttosto impegnativo. La portata delle
sfide e la velocità con cui queste si susseguono, obbliga a non attendere l’accadere degli eventi, ma ad
anticiparli, percependone i segnali deboli, seguirne lo sviluppo e prepararsi a trarne vantaggio nel
momento della loro piena maturazione. Mai come oggi, ad un leader, sono richieste capacità fuori
dalla norma per condurre la propria organizzazione con successo nel viaggio verso innovazione e
agilità aziendale, un insieme di veri e propri superpoteri: Disegno organizzativo agile, Cambiamento
continuo accelerato, Sviluppo incessante delle persone, Processo decisionale flessibile, Strategia
adattiva aperta.
Quando l urgenza del cambiamento diventa un acceleratore della agilita aziend...Emiliano Soldi
La lezione più importante che questa pandemia ci sta insegnando è che l’urgenza di cambiare,
sommata ad un atteggiamento continuo nell’ascolto ai clienti, sono veicoli in grado di incrementare
notevolmente l’agilità organizzativa. Le aziende che sono passate indenni alla prima virulenta ondata
del Covid-19 (Marzo/Maggio 2020), hanno di fatto sviluppato, quasi inconsciamente e in un tempo
incredibilmente breve, nuove capacità di risposta agli stimoli e cambiamenti esterni; capacità che oggi
consentono loro di affrontare al meglio momenti di discontinuità dei mercati.
Business agility come cavalcare onda della discontinuita dei mercati leader...Emiliano Soldi
L’agilità aziendale è la capacità di realizzare e sostenere il pieno potenziale di un’organizzazione, sia in termini di profitti che di persone, indipendentemente dai cambiamenti del contesto circostante.
Oggi ogni azienda dovrebbe immaginare se stessa come in un viaggio verso il continuo sviluppo di resilienza, adattabilità, empatia e agilità, al fine di meglio adattarsi alle incertezze e alle repentine discontinuità dei mercati.
Morphing continually to achieve Business AgilityEmiliano Soldi
Morphing is a special effect in motion pictures and animations that changes one image or shape into another, through a seamless transition.
That's a great metaphor to represent how companies should reinvent themselves continuously, to serve its customers and run after their ever changing needs. That state is today called "Business Agility".
Companies achieving that state, report increased revenues, better capacity to turnaround, higher quality offerings, improved relationships with clients and higher employees engagement.
Statistics say that they possess three fundamental aspects: Lean-Agile Funding Models, organizational structures re-arranged around value streams, revisited processes to sustain relentless improvement.
In this talk we'll see what kind of changes are needed to companies' operating models to develop those key aspects and how Agile can be thought as the best methodological and cultural platform to speed-up that change.
We will understand what is necessary to let our organizations to finally being able to morph continually to achieve Business Agility.
Agile to boost value for customers, employees and communitiesEmiliano Soldi
Covid-19 crisis we are experiencing is teaching us, once again, that everything in this world is interconnected. Paraphrasing Lorenz, we could say that a banal behavior of a bat or snake in China can trigger a pandemic in Europe or in the United States.
How can societies and humans can leverage on these mechanisms and produce more value for customers, employees and communities?
We believe that with its values, approaches and principles, Agile can make a difference.
We are firmly convinced of the creation of the stable and long-lasting agile team, both a key competitive element of any company that wants to compete as a protagonist in today's market.
The Agile teams were designed to proceed in that direction: small, self-managed, inter-functional teams, preferably located in the same room and possibly long-lasting.
we will understand together why traditional project management approaches for creating the work team present important problems.
We will understand the dynamics underlying the creation of the stable work team and we will review some of the techniques for creating the cohesive and high-performance team, completely changing the paradigm: from moving people towards work, towards work towards people.
Finally we will understand why an agile team created according to those standards, possibly more resources to successfully deal with any changes in its physiognomy, while continuing to produce constant value.
Velocità di risposta e capacità di adattamento sono attitudini fondamentali per qualsiasi organizzazione che voglia rispondere adeguatamente alle esigenze dei mercati e alla loro volatilità; per raggiungere tali obbiettivi, è d’obbligo che le stesse valutino costantemente con attenzione i rischi (e opportunità) inerenti servizi e prodotti in sviluppo.
Approcci tradizionali alla gestione del rischio, in quei contesti, non sono in grado di rispondere adeguatamente. In questo articolo vedremo come Agile rappresenti un ottimo approccio di
gestione dei rischi nel loro intero ciclo di vita.
Manager non abbiate paura. Agile non sottrae potere, lo moltiplicaEmiliano Soldi
Gli approcci tradizionali, ormai arcaici, di management per il governo e la gestione delle aziende, sono ancora oggi molto in voga ispirarsi, per favorire il necessario cambiamento
culturale.
Tali questioni obbligano i manager di oggi a ripensare sé stessi e il loro ruolo, al fine di preparare le aziende in cui abitano, ad affrontare l’importante cambiamento che la Business Agility richiede.
What does it say traditional approaches about risk management? And what about agile? Why scrum by design is able to manager risk in a great way? How risks can be managed in agile big programs?
Agile Teams: stabilità, lunga durata e performanceEmiliano Soldi
Competing as a protagonist in the digital and global market means being able to provide the customer with a constant flow of value, through the creation of high quality products and services. The performance of the work teams that produce these results is certainly a key factor in achieving those standards.
The Agile teams were designed precisely in that direction: small, self-managed, inter-functional teams,
preferably co-localized and long lasting.
One of the key elements of the equation is precisely the creation of stable and long-lasting teams.
About Agile and that intersection between sustainable growth and people engag...Emiliano Soldi
After almost twenty years of life of the Agile Manifesto, we can confidently say that such a document marked a radical change in many areas of the world of work. Thanks to its founding values and principles, a cultural re/evolution started and it is now at its highest peaks on the implementation perspective. However, can we say that all the promises of the Agile Manifesto have been achieved?
Agile addiction patterns for changing organizationsEmiliano Soldi
How to transform a "simple" passion of a few, into a mission of true change of organizations? How does resilience, storytelling and assertiveness favor a constant movement towards agility? How does resistance to change translate into the journey of transformation? How to make agile roundtables, communities of practice and tribes, load-bearing structures of change?
State of-flow-come-incrementare-innovazione-produttivita-e-agilita-nelle-orga...Emiliano Soldi
Have you ever heard about the state of flow? Pyschologist Mihály Csíkszentmihályi, creator of the state of flow concept, describes the importance for a person in finding the right balance between Competition and Competence, as the key to being able to respond effectively and productively to the challenges that life confronts us, everyday.
What if we were able to lead an Agile-Digital transformation by mobilizing our people helping them to surf on a state of continuous flow?
Sul perché l’Agilità sia una risorsa imprescindibile per Sostenibilità ed Eco...Emiliano Soldi
We strongly believe that Agility is a key business capability not only to adapt quickly to market discontinuities (Business Agility), but also represents a key resource to best address transformations toward sustainability and circular economy
The document discusses how agile principles and mindsets can be applied to help drive sustainability transformations. It argues that agile approaches can help impact key dimensions like processes, products/services, organizational culture, and ecosystems. Specific agile tools and techniques like lean, value stream mapping, and empiricism are highlighted as being useful for addressing challenges like waste reduction, collaboration, and sensing weak signals. The document calls for injecting sustainability into everything agilists do and leading by example in helping achieve environmental goals.
Come supportare le organizzazioni nel cambiamento, favorendo e facilitando i processi sottostanti. L'articolo descrive come utilizzando tecniche e approcci legati ad Agile sia possibile rendere più effettivo, veloce e durevole il cambiamento stesso.
Designing adaptive and nimble organizationsEmiliano Soldi
What does it mean to design agile and adaptive organizations?
What are rthe necessary organizational archetypes?
What about Value Streams and Lean Portfolio Management?
Favoring the Emergence through Agile ScaffoldingEmiliano Soldi
The frameworks for scaling Agile in organizations are certainly an excellent tool on which to leverage to develop strategic skills such as market adaptation, innovation and the reduction of product creation times; characteristics that, in all likelihood, will be able to significantly raise the level of general customer satisfaction.
Not a few times, alas, we found ourselves having to deal with practices suggested by those same frameworks that did not fit well with the circumstances and environment of reference. In those cases it is of little use to abandon one framework in favor of another as, in most cases, we would face new failures and a sense of frustration squared.
In business contexts where a minimum but sufficient Agile adoption maturity has been reached to be defined as practitioners, it is certainly worth experimenting with new approaches.
In this deck we will talk about how it is possible to encourage the emergence of emerging practices by teams in their native contexts, and which allow to scale Agile in a more organic and coordinated way, to achieve the above benefits, without the risk of rejection and decreasing to a minimum the inefficiencies due to lack of alignment, collaboration and communication.
We will use the example of "biological scaffolding" to explain how in a human body, in a completely natural way, it is possible to influence a system from the inside, cellular in that case, towards certain directions and behaviors, avoiding invasive, constricting interventions or structures or limiting.
We will use that concept as a metaphor to apply to Agile transformations.
Business Agility - Transforming Disruptions into Competitive AdvantageEmiliano Soldi
This document discusses how organizations can transform disruptions into competitive advantage through business agility. It advocates developing agile capabilities like cross-functional teams, continuous learning and feedback loops, adaptive funding models, and the ability to quickly start, stop, or pivot initiatives based on validating business value hypotheses. Organizing around value streams, developing a learning culture, and building trust at scale are identified as important elements of building business agility and resilience to cope with disruptions.
The document discusses two new technologies, radar and VHF radio, that emerged in 1941 and had the potential to enhance situational awareness for the U.S. Navy. However, during initial battles they instead created confusion by overloading officers with too much uncorrelated information. Admiral Nimitz advocated for self-organization and experimentation to better utilize the technologies. This led ships to form multi-disciplinary teams to centralize information processing, which emerged as the Combat Information Center and improved coordination.
Trovarsi alla guida di un’organizzazione oggi è un esercizio piuttosto impegnativo. La portata delle
sfide e la velocità con cui queste si susseguono, obbliga a non attendere l’accadere degli eventi, ma ad
anticiparli, percependone i segnali deboli, seguirne lo sviluppo e prepararsi a trarne vantaggio nel
momento della loro piena maturazione. Mai come oggi, ad un leader, sono richieste capacità fuori
dalla norma per condurre la propria organizzazione con successo nel viaggio verso innovazione e
agilità aziendale, un insieme di veri e propri superpoteri: Disegno organizzativo agile, Cambiamento
continuo accelerato, Sviluppo incessante delle persone, Processo decisionale flessibile, Strategia
adattiva aperta.
Quando l urgenza del cambiamento diventa un acceleratore della agilita aziend...Emiliano Soldi
La lezione più importante che questa pandemia ci sta insegnando è che l’urgenza di cambiare,
sommata ad un atteggiamento continuo nell’ascolto ai clienti, sono veicoli in grado di incrementare
notevolmente l’agilità organizzativa. Le aziende che sono passate indenni alla prima virulenta ondata
del Covid-19 (Marzo/Maggio 2020), hanno di fatto sviluppato, quasi inconsciamente e in un tempo
incredibilmente breve, nuove capacità di risposta agli stimoli e cambiamenti esterni; capacità che oggi
consentono loro di affrontare al meglio momenti di discontinuità dei mercati.
Business agility come cavalcare onda della discontinuita dei mercati leader...Emiliano Soldi
L’agilità aziendale è la capacità di realizzare e sostenere il pieno potenziale di un’organizzazione, sia in termini di profitti che di persone, indipendentemente dai cambiamenti del contesto circostante.
Oggi ogni azienda dovrebbe immaginare se stessa come in un viaggio verso il continuo sviluppo di resilienza, adattabilità, empatia e agilità, al fine di meglio adattarsi alle incertezze e alle repentine discontinuità dei mercati.
Morphing continually to achieve Business AgilityEmiliano Soldi
Morphing is a special effect in motion pictures and animations that changes one image or shape into another, through a seamless transition.
That's a great metaphor to represent how companies should reinvent themselves continuously, to serve its customers and run after their ever changing needs. That state is today called "Business Agility".
Companies achieving that state, report increased revenues, better capacity to turnaround, higher quality offerings, improved relationships with clients and higher employees engagement.
Statistics say that they possess three fundamental aspects: Lean-Agile Funding Models, organizational structures re-arranged around value streams, revisited processes to sustain relentless improvement.
In this talk we'll see what kind of changes are needed to companies' operating models to develop those key aspects and how Agile can be thought as the best methodological and cultural platform to speed-up that change.
We will understand what is necessary to let our organizations to finally being able to morph continually to achieve Business Agility.
Agile to boost value for customers, employees and communitiesEmiliano Soldi
Covid-19 crisis we are experiencing is teaching us, once again, that everything in this world is interconnected. Paraphrasing Lorenz, we could say that a banal behavior of a bat or snake in China can trigger a pandemic in Europe or in the United States.
How can societies and humans can leverage on these mechanisms and produce more value for customers, employees and communities?
We believe that with its values, approaches and principles, Agile can make a difference.
We are firmly convinced of the creation of the stable and long-lasting agile team, both a key competitive element of any company that wants to compete as a protagonist in today's market.
The Agile teams were designed to proceed in that direction: small, self-managed, inter-functional teams, preferably located in the same room and possibly long-lasting.
we will understand together why traditional project management approaches for creating the work team present important problems.
We will understand the dynamics underlying the creation of the stable work team and we will review some of the techniques for creating the cohesive and high-performance team, completely changing the paradigm: from moving people towards work, towards work towards people.
Finally we will understand why an agile team created according to those standards, possibly more resources to successfully deal with any changes in its physiognomy, while continuing to produce constant value.
Velocità di risposta e capacità di adattamento sono attitudini fondamentali per qualsiasi organizzazione che voglia rispondere adeguatamente alle esigenze dei mercati e alla loro volatilità; per raggiungere tali obbiettivi, è d’obbligo che le stesse valutino costantemente con attenzione i rischi (e opportunità) inerenti servizi e prodotti in sviluppo.
Approcci tradizionali alla gestione del rischio, in quei contesti, non sono in grado di rispondere adeguatamente. In questo articolo vedremo come Agile rappresenti un ottimo approccio di
gestione dei rischi nel loro intero ciclo di vita.
Manager non abbiate paura. Agile non sottrae potere, lo moltiplicaEmiliano Soldi
Gli approcci tradizionali, ormai arcaici, di management per il governo e la gestione delle aziende, sono ancora oggi molto in voga ispirarsi, per favorire il necessario cambiamento
culturale.
Tali questioni obbligano i manager di oggi a ripensare sé stessi e il loro ruolo, al fine di preparare le aziende in cui abitano, ad affrontare l’importante cambiamento che la Business Agility richiede.
What does it say traditional approaches about risk management? And what about agile? Why scrum by design is able to manager risk in a great way? How risks can be managed in agile big programs?
Agile Teams: stabilità, lunga durata e performanceEmiliano Soldi
Competing as a protagonist in the digital and global market means being able to provide the customer with a constant flow of value, through the creation of high quality products and services. The performance of the work teams that produce these results is certainly a key factor in achieving those standards.
The Agile teams were designed precisely in that direction: small, self-managed, inter-functional teams,
preferably co-localized and long lasting.
One of the key elements of the equation is precisely the creation of stable and long-lasting teams.
About Agile and that intersection between sustainable growth and people engag...Emiliano Soldi
After almost twenty years of life of the Agile Manifesto, we can confidently say that such a document marked a radical change in many areas of the world of work. Thanks to its founding values and principles, a cultural re/evolution started and it is now at its highest peaks on the implementation perspective. However, can we say that all the promises of the Agile Manifesto have been achieved?
Agile addiction patterns for changing organizationsEmiliano Soldi
How to transform a "simple" passion of a few, into a mission of true change of organizations? How does resilience, storytelling and assertiveness favor a constant movement towards agility? How does resistance to change translate into the journey of transformation? How to make agile roundtables, communities of practice and tribes, load-bearing structures of change?
State of-flow-come-incrementare-innovazione-produttivita-e-agilita-nelle-orga...Emiliano Soldi
Have you ever heard about the state of flow? Pyschologist Mihály Csíkszentmihályi, creator of the state of flow concept, describes the importance for a person in finding the right balance between Competition and Competence, as the key to being able to respond effectively and productively to the challenges that life confronts us, everyday.
What if we were able to lead an Agile-Digital transformation by mobilizing our people helping them to surf on a state of continuous flow?