When teams start adopting Scrum, it’s easy to think that when they are proficient in Scrum, the work is done. However, that’s not nearly enough to help the organization achieve its goals. What are the outcomes that the team is aiming for? Are those outcomes part of the team’s Vision, and Mission?
Peter suggests that we should start our work by defining together with the team and stakeholders what success means. That becomes the first question to ask before we start our work with the team.
Bing bang approaches are sometimes necessary, but not sufficient for the momentum of change that is needed
When we look at team performance in a business, we need to take into account 3 different metrics. Sally explains those 3 key metrics at the start of this episode, and we dive into why some metrics are good leading indicators of team performance.
As we dive into performance metrics, we discuss what are some of the enablers for team performance, as well as how leaders, and leadership teams can positively impact the agility and performance of their teams.
Measuring Maturity, Performance and Outcomes, the critical aspects of performance
As Joshua started to research his book, he discovered many stories of people applying the principles and ideas behind agility to their lives, and their businesses. The Joy Of Agility is a book that collects those stories and explains what agility is really about. And it’s not about Scrum, or any other process framework.
Joshua starts by telling us a story of a young Richard Branson who, having been left stranded on an airport, came up with an idea to get to his destination while helping other fellow passengers who had also been left stranded. This is a story of a person being resourceful in the face of adversity. Being resourceful is one of those aspects of agility that we often don’t discuss, but is – as Joshua puts it – at the core of Agility.
The Personal Agility Framework started with a conversation between Peter and Maria after Peter started to talk publicly about his own challenges as a business owner and an Agile Coach/Scrum Master. Peter realized he was working too much and needed some direction, some supporting structure to help him manage his work as well as his consulting business.
The Personal Agility System emerged as a way to tackle the common problems many of us suffer every day: too large backlog, not having a clear direction, feeling overwhelmed and not having a clear goal focus.
Peter describes the Personal Agility System as a foundational shift that helped him regain control over his life and his business, and that’s a theme we hear much more about as the episode progresses and Maria and Peter share stories of others that also applied the Personal Agility System.
Transforming an executive team with the help of the Personal Agility System
Thomas’ perspective on business starts with the idea that businesses exist to generate value for people. The ones inside, as well as outside the business.
As he started the book, he realized that the digital age had transformed our ideas about what being human in that medium was all about. He set out to write about what it meant to be humn in the digital age. However, that was just the start of the book.
In that first part of the book, Thomas explores questions such as “am I a resource?”, a very common question we hear when we talk to teams.
This exploration leads to the realization that businesses have to generate value for customers, stakeholders, but also (and critically) for employees.
The needed transformation of business on the path to Business Agility