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High autonomy, high alignment environments provide the most desired organizational model. However, aligning individual efforts is a prerequisite for distributing autonomy.
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Distributed autonomy becomes an increasingly crucial part of organizational culture. The nature of the everyday work requires it as much as the global changes in the work.
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The format of daily standup meetings dates 30 years back. It long overlived its usefulness. If you still follow the original Scrum guidance it’s probably high time to change something.
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Wholeness is the idea of bringing our whole selves to work. On its face value it looks all good. However, when we look at the details things get much more hairy and much less obvious.
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If an intern might fire a CEO, would they do it? The question may sound artificial, but in an organization build on radical autonomy it is valid. As a CEO of such a company, I’m not worried.
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We consider slack time as something we can use to improve individually or help the team. How can we make bigger impact with slack time and what are prerequisites?
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Hearing things like “It’s their job, I shouldn’t be bothered” it’s a signal of people not understanding others’ work. Below that there often is misunderstanding effectiveness and lack of respect.
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Original meaning of Kanban is that it’s a visual signal. We tend to think about Kanban in terms of boards, columns, index cards, etc. However, in principle, none of that is needed to design a Kanban system.
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Lateral (non-core) skills in any endeavor are typically overlooked. However, they typically enable a different balance in value exchange and create more advantageous scenario for both parties. That’s why they are, in fact, core skills.
Hi, I’m Pawel and I’m your host.
Leadership in Technology is a blog dedicated to wide variety of topics related to running a technology business.
Among others you will find here: product management, agile and lean, leadership, organizational design and more.
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