On this page we describe a few examples of companies we might work with.
Company X is a large company with an IT department, who tried having sprints and standups. They didn’t see the benefits they were expecting from agile.
We help them to see they aren’t implementing Scrum quite right, and help them put the focus on engaging Retrospectives (the continual improvement ritual), in order to straighten things out. By facilitating the retrospectives around data, we bring the focus back to the thing that matters: delivering valuable software.
We check back in each month to provide a fresh perspective and a nudge.
Company Y is a small tech firm, looking to maintain and enhance their culture and productivity as they grow.
We measure their culture through interviews and a workshop. We then use this as a compass to help improve the hiring and promotions process around their value set. By making people-processes transparent and participative for all, we get engagement and enthusiasm for growth.
We also look at productivity and team-level effectiveness. We ensure a kaizen framework of some kind is in place, helping the team to facilitate their own self-improvement not only around the product, but around the company as a whole.
Company Z is a software company. They want agile, and aren’t sure where is best to start.
We come in, listen to people’s ideas and concerns, and recommend the best reading materials. We also facilitate engaging sessions to help management and team members understand what agile means and feels like… While providing them a feel of the values enshrined in the “Agile Manifesto”, we also provide real examples and games to help them understand lean concepts and frameworks such as “Scrum”, which is where “Sprints” and “Standups” originated.
Using our experience, we then advise the management team in their decision on their first steps into agile, and (in the lightest possible way) support them through that change. While doing this, we build the ability of the most enthusiastic of the team members to be future internal evangelists.
If your problem isn’t above, don’t panic! It is indicative rather than exhaustive. Please get in touch so that we can discuss how we might be able to apply our experience and theory to your specific problem.
A common disease that afflicts management and government administration the world over is the impression that “Our problems are different.” They are different, to be sure, but the principles that will help to improve quality of product and of service are universal in nature – W. Edwards Deming