Agile as a mindset or a methodology?

Agile as a mindset or a methodology?

3 months ago 0 0 226

There is so much to be gained by using positive project methodologies such as scrum or agile. It can positively change organisations when they take on modern project methodologies that turn old ways on their heads. The problem with these approaches is when they become fixed in the business as a methodology, rather than unleashing what they can being as a mindset. Let me explain. If I use an ‘agile methodology’, then I become process bound to do ‘sprints’ and all of the other specific process elements that are described in the agile process. Sure, I can get a certificate in agile process, and then become rigid around enforcing that process in my business. I have seen one sales team that used the scrum ‘daily standup meets’ with all of the hoopla, and a complete disinterest from the staff involved. However, because it was ‘in the process’, it was put

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Analytics: Big data, bad behaviour?

4 years ago 0 0 820

We exist in a world where ‘big data’ drives many decisions about what happens to us, what we are offered, and how we interact. The process of advanced business analytics is welcomed by some, who enjoy everything from customised medicine through to seamless online experiences, whilst others are afraid of what people know about them, and what they can do with this knowledge. Does ‘big data’ mean ‘bad behaviour’? So what is all the fuss about? What are people scared of with data analytics – and should they be? If companies have access to all of our data, does that mean that they can do things which we would consider unacceptable breaches of our privacy or individual identity, or make bad decisions – that is, demonstrate ‘bad behaviour’? What is ‘big data’ anyway? Data analytics is seen in business as a massive driver of competitive advantage. The more you know

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Are you making the ‘Wolf of Wall Street’ mistake?

4 years ago 0 0 819

Focusing on both successful outcomes and successful behaviours is the key to building sustainable high performance in business. Caveat emptor – buyer beware. It really is true that you get what you pay for. This is absolutely true when you consider the things we focus on – and incentivise – in the workplace. Consider the following examples: • Jordan Belfort – the ‘Wolf of Wall street’ only focused on outcomes (making money), which encouraged behaviours which ended with him in prison. • Companies set their salesforce a goal, and once they achieve it, they start ‘banking’ sales for the next quarter. • The business puts out a behavioural edict to ‘manage costs’ – and misses business opportunities because it becomes more important to ‘watch the penny’ that capitalise on opportunities to deliver business results. In these examples, if we focus only upon ‘outcomes’ we may get exactly what we pay

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Disruptive innovation- Have you got it wrong?

4 years ago 0 0 1491

The idea of disruptive change is very ‘hot’ in business and innovation circles at the moment. There are conferences dedicated to it, books written about it, people who have ‘disruption’ on their business cards or Linkedin profiles. However, my guess is that 90% of people in innovation and business are missing the real point about disruption. In this article I take a look at the idea of disruption, and what businesses can really do to understand it and apply it to their business situation. The source of ‘disruptive innovation’ In 1997, Clayton Christensen published a book called ‘The Innovator’s Dilemma’, in which he coined the term ‘disruptive innovation’ to describe what he saw in some case studies in the computer industry. The term has gained prominence since then, but I believe that it has now ‘jumped the shark’ – and it is time to really understand ‘disruption’ for what it

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