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Many proponents of Agile in the field of software development suggest that the whole enterprise (company, firm, organisation, business) could benefit from adopting Agile – i.e. the principles set out in the Agile Manifesto – across the board. I suspect that most of these proponents have little to no clue about the realities of running a business.
Ask a hundred people what’s their definition of a “top software developer” and you’ll likely get a hundred different answers. Many definitions may cluster around “someone who can make the computer jump through hoops”, i.e. a technical virtuoso of some sort.
The top three obstacles that marketers face in 2015 are apparently; New business development, quality of leads, keeping up to date with current marketing technology and trends. This is according to research conducted globally across 5000 marketing professionals.
If you’re in business for anything more than a one-hit-wonder, you may have given some thought to your next product. Albeit probably not much more than a few cursory thoughts, given the attention that you current product(s) demand of you.
Some lucky few may have moved from the idea of economies of scale, maximising utilisation, etc., to the idea of flow. Flow of products from raw materials to finished and sold goods (or services). And flow of product ideas and new features into those products and product lines.
I’m blogging here a little less frequently at the moment, but only because I’m busy onblog.agendashift.com and our Agendashift LinkedIn group, where I have been previewing new Agendashift functionality as it becomes available to its beta testers. I could easily have made this post there too, but there’s enough Kanban and Agile content here for me to show positiveincline.com some love. And why not!?
A new Supply Chain Digest benchmark study, “Leveraging Supply Chain Data for Competitive Advantage,” makes some very interesting – and enlightening – points.
Chief among them: Excellent management of supply chain data brings with it exceptional benefits – and they’re only going to grow.
Last Friday I had the occasion to stop by Starbucks during their Starbucks Evenings time, which the company has started rolling out to 70+ locations across Orlando, Denver, Miami, northern California, and New York City. There are very few moves that retailers can legitimately make that take them into adjacent spaces with their existing brands, but I have to say, this seems to be one of them. Here’s what I saw.
Ideas grow. Scope creeps. Before we know it, we have some rampant behemoth that encompasses everyone’s area of concern. At the same time though the rapid growth omits loads of useful stuff, and ends up giving patchy coverage of a diverse range of requirements.
The Shift When it comes to transforming our organisations, good intentions will only get us to the starting line. The idea of “managing” change has largely failed us, yet we must find some means for effecting change if we are to realise our hopes for more effective organisations. For enhanced performance, sustained success and altogether better …Read More
Background In the role I’m currently in, I work with organisations to understand how they’re working now and how they can become more effective as…