This blog answers the questions that we did not have time for in the webcast on Procurement and Supply in Agile Transformations. There are many challenges that are common in introducing agility into Procurement and Supply that have been observed within agile transformations.

The 2024 global survey and report is complete. View the report and sign up for the webcast on June 27 2024.

There is a growing trend to rebut or fight an extreme view for the sake of generating likes or follows. This is a destructive process and is fed by the social platforms and media networks to generate revenue. Engage differently.

The 2024 survey is now available. Share your insights and experience with how you are using agility in your procurement and supply teams, to help shape the future of agility in this area!

Accountability is the act of being answerable or accountable for something. It is a key component of any successful organisation. In this blog post, we will cover the benefits of organisational accountability and how it can help you improve value delivery.

This is the fourth part of the four-part series on conflict. In the first part, we explored why we need conflict. In the second how to establish a space that will be conducive to exploration of ideas. In the third some techniques to review suggestions and ideas. In this post, we will explore a pattern to guide the group through a conflict objectively. 

This is the third part of the four-part series on conflict. In the first part, we explored why we need conflict. In the second how to establish a space that will be conducive to exploration of ideas. In this post, we will explore some techniques to objectively review ideas. 

This is the second part of the four-part series on conflict. In the first part, we explored why we need conflict. In this post, we explore how to establish clear boundaries at the start of the event to provide the environment that will enable you as a facilitator to navigate through conflict. 

As a facilitator, your purpose is to hold the space to allow the people in the event to achieve the agreed outcomes. This will require distance from the participants as the focus is on helping the people work through the agenda to deliver the outcomes. This is the first of a four part series.

The role of an agile leader is to create and foster an environment where empiricism thrives to support the delivery of value. Evidence Based Management supports this, by providing a framework to link goals and objective measures to provide insights in to how effectively the organisation is working.

In the 2020 Version of the Scrum Guide, the commitments were introduced for each artifact. These then became an element of Scrum; in that they need to be used to gain the maximum value that the Scrum Framework offers. They were always part of a Professional Scrum approach, now there is a clear connection of these commitments to the artifacts. They increase transparency, and the focussed delivery of Value. Each of the commitments now clearly support and sustain an artifact.

"Becoming Agile" has been the focus of many organisations for a number of years. 2020 has created a new sense of urgency with a number of factors creating increasing demand for quicker responses.

The traditional approach of RFI – RFP – Review – LOI is neither lean or agile. The Lean Agile Procurement approach reduces the sourcing cycle time to days, with collaborative clarification of the product with prospective partners while reducing the risk of a poor partner and company evaluation.

The purpose of Scrum is to create a potentially releasable Done Product Increment, in order to realize business value. Many teams struggle in improving their Definition of Done. The technique described here allows for greater transparency on what the Definition of Done is, and what the next steps are.

Working with the Professional Scrum Trainer community, and particularly with Ken Schwaber as one of the Professional Scrum Master Stewards has been a very rewarding learning journey.

There is often confusion when organisations transition to an agile way of working, particularly with the mapping of roles. This blog explores the role of Project Managers in Scrum.

Work is complex, and to honour the empirical approach is harder. It requires trust, in order to be transparent. To enable the responsiveness that agile promises there needs to be discipline and rigour.

Exploring the accountabilities in a Scrum Team through a Longship metaphor.

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Working with a range of people, it is interesting to observe how many are aiming to “Do Scrum” or “Get Agile”. The issue with this thinking is that people are focusing on the transport, not the destination.

In this blog, an overview of the professional QA as a quality coach for a cross-functional team is discussed.

One of the key foundations of helping your business become Agile is the use of empiricism. Empiricism is the scientific approach based on evidence, where any idea must be tested against observations, rather than intuition.

A common challenge for businesses developing new products is having a coherent and universal understanding of what the value proposition for the organisation is.