Disclaimer: The statements and opinions expressed in this article are those of the author(s) and do not necessarily reflect the positions of Thoughtworks.
Just how do organizations adopt agile in their development process? And why?
I have seen both top-down and bottom-up adoptions, and both have their advantages and disadvantages. But in either scenario, most of the energy goes into making sure the technical folks (developers, analysts, testers, operations, etc.), yet we tend to pay little or no attention to the leaders of the organization, especially at the executive level. Yet these are the very people who can encourage and embrace the agile adoption, or reject it. I see a gap here, don’t you?
After a lot of thought, and working with executives from a number of different organizations, I realized that there are, in fact, two problems that executives need help with:
In short-hand, I refer to this as “doing agile” and “being agile”.
We now have two new workshops aimed at the executives in agile organizations to bridge these gaps:
In my opinion, we have been ignoring the executive level in the agile organization for way too long, yet we complain about their inherent lack of knowledge. These workshops aim to bridge this gap, and provide your organization with a much stronger, more supportive framework to allow you to get the most out of your agile development process.
Disclaimer: The statements and opinions expressed in this article are those of the author(s) and do not necessarily reflect the positions of Thoughtworks.
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