Managing is improving – Toyota Kata
This time of the year, I guess a lot of companies are working on performance development plans. We are. As a base, we have the company’s vision and strategic goals, along with the employee and leadership model. The leadership model reflects the company’s Lean values, something very important to me. So far so good.
“Individuals high in grit are able to maintain their determination and motivation over long periods despite experiences with failure and adversity. Their passion and commitment towards the long-term objective is the overriding factor that provides the stamina required to “stay the course” amid challenges and set-backs.”
Most of my posts have played a part in a long story about a web development program, the people in and around it and a crucial overall transformation.
Last week we agreed we are done with the transformation in the sense that we are in a good enough state to switch main focus to new areas. It took two years. While erasing our large, now paid-off, tech debt board I thought about what was really the key to getting to the very pleasant state where we are today. Continue reading
In April 2010, the Icelandic volcano Eyjafjallajökull’s dramatic eruption caused an ash cloud that kept the travel industry in its vicious hands for several days. The closure of the european airspace resulted in 100,000 cancelled flights…
Seven years later, one morning in March, two meetings take place.
Project X has been running for more than two years and has reached a serious state. The implementation involves 10+ teams and an external vendor. Not only are the budget, plans and scope dark red from a traditional PMO RAG status view, but energy and motivation are drained, teams are exhausted, and project management is lost. Continue reading
The Agile Enterprise 