Download Adaptive Leadership by Pollyanna Pixton, Paul Gibson, Niel Nickolaisen PDF

By Pollyanna Pixton, Paul Gibson, Niel Nickolaisen

What do you need? extremely joyful clients. How do you get them? by means of speedily supplying leading edge, interesting services and products your clients will like to use. How do you do that? by way of uniting proficient humans round shared rules and function, trusting them, supporting them take possession, and getting out in their method. It sounds easy—but you recognize it isn't. To make it take place, you need to create an agile tradition: one that's open to alter and will reply speedy to no matter what your consumers want and wish. The Agile tradition can provide confirmed types, pragmatic instruments, and convenient worksheets for doing simply that. construction on their event assisting enormous quantities of businesses, 3 world-class specialists assist you align and unharness the abilities of all people on your association. step-by-step, you'll the right way to movement towards a tradition of belief, within which we all know, owns, and improves the implications.

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Extra resources for Adaptive Leadership

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In Drive: The Surprising Truth about What Motivates Us, Daniel Pink (2009) stresses that three essential components in engaging employees are autonomy, mastery, and purpose. Do companies want to make money to further their existence (certainly the historical case), or do they have a purpose, a raison d’être, that making money helps them achieve? Facebook’s purpose, for example, is stated as “To make the world more open and connected,” not to make money. Wall Street often sees things differently, but in the future battle for customers and talent (the critical dimensions of competitiveness), purpose draws talent and keeps those talented individuals engaged.

Instead, a simultaneous focus on multiple time horizons, a balancing of short-term solutions with quality, will enable future solutions to be continuously delivered. The IBM study mentioned in Chapter 1 pointed out that CEOs expect technology, and the changes brought about by technology, to be a critical issue for the next 3 to 5 years. It is somewhat vexing that today many of the opportunities arise from technology, as do many of the solutions to those opportunities. Technology both disrupts and enables.

The Agile Triangle alters how we view success. First, let’s look at value. A number of studies have shown that 50% or more of functionality delivered in software is rarely or never used. , the functionality for a year-end accounting close), there is still a huge percentage of unused functionality in most software systems. This leads the conclusion that scope is a very poor project control mechanism—we should be using value. ” I’ve known projects that were deemed releasable with just 20–30% of the originally anticipated functionality—and the customers were delighted.

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