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Leadership
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A Heritage Created by People with Brains, Heart & Guts

The principles, values and core beliefs of the Agile Manifesto have been around since Moby Dick was a minnow. Over the years, they’ve been successfully employed by motivated and enlightened leaders in a wide variety of industries—a heritage created by people with brains, heart and guts. Agile: Traced Back to Post-WWII Japan Contrary to common...
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4 Unfortunate Reasons Why Agile Is Close to Being a Fad

A fad, according to Merriam-Webster, is a “practice or interest followed for a time with exaggerated zeal.” It’s often a new thing or a revived thing. Yet, Agile is neither a new thing nor a tech thing. Even so, it’s in serious danger of becoming a fad. 1. Agile Isn’t Something You “Do” There are...
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How Can I Get My Manager to Change?

One of the most common concerns I hear during Scrum training or coaching is: “how do I get my manager to change?” While there’s no recipe I can provide to address this specific challenge, I do have a few recommendations. Start by Modeling Scrum Values Get started by modeling the Scrum values within your organization....
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What La Tortuga Can Teach Us About Agile

As a sports fan, I enjoy watching a number of different sports. One of my favorites; however, is baseball. I played the game when I was younger and have always enjoyed the strategy of it. Should we bunt here? We could steal, but if we’re caught, that ends the inning. Is it time to pull...
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agilityIRL: Welcome to Agility In-Real-Life

At agilityIRL, we’re focused on helping teams, leaders, and organizations become Agile—in real life. If you’re ready to become Agile via a whole-system approach that changes both the mechanics and culture by which you work, you’ve come to the right place. We’re glad you’re here. Welcome! We’re Proud to Launch Our New Website Welcome to...
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Leading Organizational Change from the Middle-Out

There is a myth that organizational change, which is to say, cultural change, will be successful only if it is done top-down, led by the CEO, and has broad, if not total, buy-in. This is wrong. The most successful organizational changes occur from the middle-out, by a motivated and enlightened leader of some smaller organization...
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Separating Signal from Noise – Part Two

To continue from Part 1… We are constantly being peppered, assaulted really, with things competing for our attention, and there is no sign that the universe is going to let up on us. I am generally regarded as someone who is technologically progressive, but you will not find me on any social media other than...
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Separating Signal from Noise – Part One

There are two clues that someone doesn’t know what they’re talking about. The first is that they use an excessive number of variables and factors to explain the problem. The second is that they turn a legitimately complex situation into something overly simple—this is probably the most common way of demonstrating ignorance of the subject...
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Do You Hire Smart People?

Regardless of the type of organization that I serve, I see a number of phrases that seem to be common. Every company hires only “the best and brightest”, every organization claims their people to be their “most valuable asset” and every entity declares, “Our people make the difference”. Beyond the fallacy that everyone hires only...
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Leaders in Organizational Agility

Based on our decades of experience in creating organizational agility in real life, there are six properties that organizations that are leaders in agility will possess. First, those organizations that are leaders in agility, don’t merely meet their customer’s requirements, they produce products/services that create customer requirements to which competitors must respond, because this is...
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