I help Leaders unleash their full Potential fostering Sustainable Innovation | Learned from the Trenches. 25+ years Agile Leader | [email protected]
Global Citizen, Vienna based
Joined February 2011
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I think one key failure where "Agile" lost most of its customers was ... being so super clever ;)
And it's what made me leave most of the agile communities too.
"Is Agile dead?" - I think that's the wrong question. The core agile idea will always remain useful.
What ended (and I wouldn't call it "dead") was the larger agile movement, the hype, and the industry that got rich by remixing frameworks and printing certificates.
What's wrong with the CEOs of Anthropic and OpenAI?
They keep warning the public about their incompetence in controlling their own software?
Either do your job properly or stop it!
You don't need permission.
Just take responsibility.
I was a skeptic of the agile movement, which turned into blah-hype over the past 10 years.
- everyone labeled as "Agile Coach"
- hundreds of frameworks and certificates
- hardly any real-world outcomes
Guess how trustworthy it is to see the same people appear as "AI Coaches" 🤣
Two things worth mentioning about #Apple
1) Their presentation are super boring
2) Their prices are completely crazy
I‘m tired of Apple‘s lame announcements.
With the iPhone they launched a powerful device nearly 20 years ago.
After 20 years their operating system still isn‘t able to properly manage app context.
Switch apps and usually everything will get lost.
A lot of frameworks, methods, and methodologies made claims to be *the* solution for organization-wide agility.
But none of them ever made any company in the world succeed.
Because success is rooted in people.
And not in single frameworks, methods, or anything alike.
In the age of AI the potential for supply is becoming literally unlimited.
Therefore it becomes way more important to
„manufacture“ demand than supply.
Because w/o demand exceeding supply your business is a race down to the bottom.
In my experience organizational maturity models can easily be misleading. Yes, they can help evaluating processes.
But the path to improvement in 99% of cases is non-linear, non-causal.
Tempting to hire a consultancy for this.
But it‘s the wrong path.
I aways loved Kanban. Especially for its pragmatic approach. But at one point ot lost its pragmatism and became way too complicated.
None of the leading organizations I ever met took such an approach for management.
We need to get pragmatism back to management.
Close collaboration across subject matter expert teams is non-negotiable.
While 10+ years ago a company could count on evolutionary change, they‘re now forced to follow the new rules of business.
The new rule is speed.
Too slow to adapt and you‘ll drop out.
It‘s that simple.
Dear @HiltonHotels, you try to be 5 stars,
but your websites and apps are still 1 star ;)
I'm excited about the progress with crafting our very first own "Flow Management Cohort".
It's going far beyond traditional attempts to reach local optima and instead primarily addresses overall business impact.
If people think, another "agile" revival ... Nope!
Let me explain
I‘m pretty excited. Starting end of this year we‘ll run our very own Flow Management Cohort.
A well-designed program with a strong AI part that we could validate 2x so far.
Now it‘s time to „go public“.
The biggest failure pattern I've seen agilists make:
Assuming business success must come from agile practices.
But many of the most successful companies never had "agile" on board for their success.
And far too many agile initiatives never showed ROI.
Sad pattern.