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We protect people’s time, information, reputation, We actively make safety a prerequisite by establishing safety before engaging in any hazardous work. Safety is both a basic human need and a key to unlocking high performance. When we get stuck or aren’t learning enough, we take it as a sign that we need to learn more by running more We make our experiments “safe to fail” so we are not afraid to conduct more experiments. We learn rapidly by experimenting frequently. You can’t make people awesome or make safety a prerequisite if you aren’t learning. We learn their context and pain points, what holds them back and what they aspire to achieve. This includes the people who use, make, buy, sell or fund our products or services. Steve Jobs used to ask his colleagues, “What incredible benefits can we give to the customer? Where can we take the customer?” In modern agile, we ask how we can make people in our ecosystem awesome.
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Sometimes it can be as simple as delivering a half-baked idea to someone and quickly receiving feedback.
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Delivering value does not necessarily mean releasing a product or feature to the general public. If you don’t deliver regularly, you delay learning about what delights customers.
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In software development, a safe, continuous deployment pipeline lowers stress by making releasing an easy, almost boring, automated event. Right side: How can we…ĭelivering value continuously enables us to experiment and learn rapidly. These basic assumptions form around deeper dimensions of human existence such as the nature of humans, human relationships and activity, reality, and truth. Yet they provide the key to understanding why things happen the way they do.
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Upgrade your team members’ personal operating system so that employees are happier and more productive. Don’t just avoid challenges before they become problems. The core, or essence, of culture, is represented by the basic underlying assumptions and values, which are difficult to discern because they exist at a largely unconscious level. Build Resilient leaders and agile teams that align with mission and drive for results. In the Forbes article Agile Isn’t New: What’s New Is The C-Suite Embracing It2, Steve Denning provides his own perspective on the HBR article, as well as. My previous post focused on the Harvard Business Review (HBR) article The Agile C-Suite1. These “artifacts” are at the surface, those aspects (such as dress) which can be easily discerned, yet are hard to understand.īeneath artifacts are “espoused values” which are conscious strategies, goals, and philosophies. The Agile C-Suite and Its Role in Growing an Adaptive, Resilient Organization.