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Any kind of deliberate change needs two key pieces of context: Its scope—some boundary around what we do now, within which the change will be focused—the “what” of the change. And Its objective—an expression of what we hope to achieve from the change, relative to how things currently are—the “why” of the change
So one of the positive attributes I feel I’ve retained from my Project Management days is an instinct to capture information.
With how thick and fast information is thrown at us these days (certainly in my current career path) I always remind myself of the need to capture information that is ‘just enough’ or ‘barely sufficient’ to avoid waste, which is a reflection in myself of what I coach to people and teams.
Last week at the Internet Retailer Conference, I noticed an awful lot of search vendors on the expo floor. Not just the big players who have been around for a while, but a lot of little startups too. Why this influx of site search capabilities into the market? And how sustainable is it to have this many players long term?
Global consumers are not merely just increasing their use of mobile telephones, they are doing so via smarter devices, whether they be smart phones, tablets or hybrid devices. According to recent research,Tapping Into Mobile eCommerce 2014, the projections for smartphone spending will more than double and tablet device spending will more than quadruple by 2017.
When coaching teams I regularly share tips with them on improving their daily stand-ups. Here are ten of those most commons tips: Get each team member to take a turn facilitating the daily stand-up. This stops any one person dominating the stand-up. Rotate daily. Walk the wall from right to left. Focus on the work, … Continue reading →
The Triad is a very simple model of collaboration and collaborative leadership that has been practiced deliberately in a surprising variety of places. Thanks to Tribal Leadership: Leveraging Natural Groups to Build a Thriving Organization, the book by Dave Logan, John King, and Halee Fischer-Wright, we understand its applicability to corporate and community life. Triads appear in some churches in the form of prayer triplets (my wife, Sharon, has been a member of several of these); the model was even practiced by the KGB!
Searching for “Data Driven Retrospectives” in Google yields very few results for what I’m looking for. In the search results I can see a single reference to a paragraph in David Anderson’s Kanban book. Apart from that, nothing relevant. Perhaps I’m searching for the wrong keywords? What I’m after are examples or tips on using data to … Continue reading →
Manhattan Associates’ Momentum 2015 almost closes out the spring user conference season. Of all the conferences I’ve attended so far, I have to say Manhattan had the happiest customers.
Part of the reason for this may well be that Manhattan’s team seems intensely focused on seeing the world through their customers’ eyes. The breakout sessions that I attended, especially the ones focused on product enhancement plans, reflected the kind of intimate, detailed process knowledge that comes from literally walking miles in customers’ shoes – learning these processes by living them.
Having worked in Retail for over 20 years, we were delighted to be asked to co chair an event with Rant & Rave at the prestigious retailer Fortnum & Mason. There were a number of themes that were discussed throughout the day along with delightful drinks and fabulous food – only what one would expect at Fortnum & Mason.
Scrumban is a name coined by Corey Ladas, for what happens when what you do now is Scrum and you apply Kanban. I stress again the cautions of Chapter 13: Kanban does not mean recklessly throwing out all of your Agile discipline; rather it’s a transformative process that takes time, thought, care, and collaboration.
This progression is typical…