Lean Software Development: On Radiators and Refrigerators

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The document discusses the results of a study on the effects of exercise on memory and thinking abilities in older adults. The study found that regular exercise can help reduce the decline in thinking abilities that often occurs with age. Specifically, aerobic exercise was shown to improve executive function and memory in the study participants between the ages of 60-75 who exercised at least 30 minutes per day for 6 months.

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Good software management: ⁃ How to recognize it when you see it ⁃ How to encourage it ⁃ How to encourage senior management to encourage it ⁃ How to collaborate with it effectively What does good software development management look like? How do good programming managers motivate their teams? What are programming managers bedeviled by? How are programming managers tormented by product managers? What are the forces that cause discord between product and software development managers? What can be done about feature creep and late changing requirements? Why do so many parts of organizations expect feature requirements to change but not delivery schedules? What are objectives shared between programming managers and product managers that could encourage collaboration? What would happen if programming managers and product managers formed mutual admiration societies with each other?

AIPMM talk - chaos to clarity: managing the unmanageable, ron lichty, 12.7.12

AIPMM talk - chaos to clarity: managing the unmanageable, ron lichty, 12.7.12

AIPMM talk - chaos to clarity: managing the unmanageable, ron lichty, 12.7.12

Lean more than startups, software development, manufacturing

Lean more than startups, software development, manufacturing

Lean more than startups, software development, manufacturing

A common misconception about agile is that managers are unnecessary. After all, agile is based on self-organizing teams. If the teams organize themselves, what do managers do? Unfortunately, most scrum training plays into that. Think about it: how many trainers or coaches have you seen sketch the structure of a scrum team with a drawing that includes a manager? While there's always a scrum master and a product owner, the core team and maybe some stakeholders, have you ever seen a manager in that drawing? This misconception can be a problem all around: A frequently cited barrier to agile adoption is managers who don't know what to do when their teams become self-managing. When they're not included in training, how would they (or anyone else, for that matter) know how to characterize their role. At the same time, organizations often lay down expectations of managers, some compatible with agile, some not. Agile has clearly shifted the old roles and responsibilities. Managers bent on command-and-control are clearly a barrier to agile adoption. But managers who take a hands-off approach or are treading water in a sea of ambiguity will almost certainly stymie adoption, as well. Ron Lichty believes (and so do a lot of leading agile thought leaders) that managers have critical roles to play in enabling success, both of transitions to agile and of agile itself. This session is about those roles.

Becoming an Agile Manager (bay scrum, 10.24.13)

Becoming an Agile Manager (bay scrum, 10.24.13)

Becoming an Agile Manager (bay scrum, 10.24.13)

A common misconception about agile is that managers are unnecessary. After all, agile is based on self-organizing teams. If the teams organize themselves, what do managers do? Unfortunately, most scrum training plays into that. Think about it: how many trainers or coaches have you seen sketch the structure of a scrum team with a drawing that includes a manager? While there's always a scrum master and a product owner, the core team and maybe some stakeholders, have you ever seen a manager in that drawing? This misconception can be a problem all around: A frequently cited barrier to agile adoption is managers who don't know what to do when their teams become self-managing. When they're not included in training, how would they (or anyone else, for that matter) know how to characterize their role. At the same time, organizations often lay down expectations of managers, some compatible with agile, some not. Agile has clearly shifted the old roles and responsibilities. Managers bent on command-and-control are clearly a barrier to agile adoption. But managers who take a hands-off approach or are treading water in a sea of ambiguity will almost certainly stymie adoption, as well. Ron Lichty believes (and so do a lot of the early agile thought leaders) that managers have critical roles to play in enabling success, both of transitions to agile and of agile itself. This session is about those roles.

If We Are Agile, Why Do We Need Managers? (AgileIndy, 5.14)

If We Are Agile, Why Do We Need Managers? (AgileIndy, 5.14)

If We Are Agile, Why Do We Need Managers? (AgileIndy, 5.14)

Almost no one on software teams believes in waterfall any longer. That's what we learned from the surveys we took in the course of authoring The 2013 Study of Product Team Performance. But that doesn't make agile a magic pill. Mike Cohn notes, "Becoming agile is hard. It is harder than most other organizational change efforts I've witnessed or been part of [for reasons] including the need to change from the top-down and bottom-up simultaneously, the impossibility of knowing exactly what the end state will look like, the dramatic and pervasive changes caused by Scrum, the difficulty adding more change on top of all that is already occurring, and the need to avoid turning Scrum into a list of best practices." How do we get beyond that? Glossing over the reality that agile is hard leads us to ignore the very things we need to address to succeed. On the other hand, acknowledging that agile is hard lets us focus on the challenges that have been preventing us from becoming high performance teams. This session combines a presentation, a panel and some shared thinking to move beyond how simple agile seems - to what in fact makes agile transformations hard - to how we can face down those challenges to achieve agile's promise. Expected Takeaways (outcome) for Audience * For those just starting agile transformations: a heads-up that implementing practices only goes so far. For those well into agile but struggling, a sense they're not alone. For all of us, a window into how to get to where we want to go.

Agile Is Hard (AgileCampSV 2014)

Agile Is Hard (AgileCampSV 2014)

Agile Is Hard (AgileCampSV 2014)

Product managers and product owners can engage and motivate their teams to delight customers - or they can distract and dishearten their teams. Ron Lichty has been a product manager, a CTO, and a VP leading both development organizations and product teams. As a development leader, he regards product managers who "get it" as key partners. Here are 16 ways to engage and motivate product teams - to ensure that together that you delight customers! BIo: Ron Lichty has, for 30-plus years, championed delighting customers. He believes that strong product/engineering collaboration is essential to achieving that goal. Ron co-authored the Addison-Wesley book Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams (http://www.ManagingTheUnmanageable.net) and annually coauthors the Study of Product Team Performance (http://www.ronlichty.com/study.html). Ron spent seven years as a programmer, two years as a product manager, and 25 years managing product and development organizations at all levels - to VP of engineering, VP of product and CTO - at companies ranging in size from tiny startups to Charles Schwab,Stanford, and Apple. He now consults across that realm, taking on fractional interim VP Engineering and acting CTO roles, training teams in agile, training managers in managing software people and teams, and coaching development teams and executives in making software development hum. (http://www.ronlichty.com) Ron has long been a popular speaker at product, development and agile meetups and conferences. Ron@RonLichty.com

Product owners - how to get your development team to love you (product school...

Product owners - how to get your development team to love you (product school...

Product owners - how to get your development team to love you (product school...

Effective, experienced technical product management is crucial to make software engineering hum: Engineering and Product Management are symbiotic. When engineering is chaotic, many times applying a product management “fix” can do the trick. Ron Lichty has repeatedly been brought in to transform chaos to clarity in software development. Here’s a set of diagnoses, each with a product management fix that product managers can apply to make engineering hum.

Engineering challenges, product management solutions - product camp 2016

Engineering challenges, product management solutions - product camp 2016

Engineering challenges, product management solutions - product camp 2016

Does your software development feel chaotic? If you have ever been dissatisfied with your software development flow - if you would like to figure out how to avoid chaos - this is a presentation for you! Ron Lichty has found himself repeatedly called in as the cavalry to help development groups stuck in confusion. A recognized engineering leader, Ron says, “I've found that I excel at coming in cold, identifying the causes of chaos, untangling organizational knots, creating roadmaps everyone can follow, building communications with other parts of the organization, and getting teams productive and focused on delivery, quality and customers.” He adds, “With a few pointers, any team member can more deeply diagnose their team.” Ron is author of Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams, which has been compared by reviewers to Fred Brooks’ The Mythical Man Month. After managing software and product organizations for 25 years, Ron has catered his leadership roles to the needs of his clients, including interim VP Engineering and acting CTO roles. Six years ago, Ron began training teams in agile and a year ago training managers in the nuances of managing software people and teams, whether in waterfall environments, or iterative or agile ones. If you would like to become an effective agile team member then you'll want to attend this presentation. We’ll look at agile trends, software team pain points, product team solutions, and how every team member contributes to making teams excel. Drawing from his experience with dozens of product development organizations, Ron will walk through the steps needed to assess your organization’s workings and pull together the elements that will bring order and increased productivity for your business. Bio: Ron Lichty has been managing and more recently consulting with software development and product organizations for over 25 years, engaged in untangling the knots in software development and transforming chaos to clarity. Originally a programmer, where he earned several patents and wrote two popular programming books, he was hired into his first management role by Apple Computer, which nurtured his managerial growth in both development and product management. Principal and owner of Ron Lichty Consulting, Inc. (www.RonLichty.com), he has trained teams in scrum, transitioned teams from waterfall and iterative methodologies to agile, and coached teams using agile, iterative and waterfall approaches alike to make their software development "hum". In his continued search for effective best practices, Ron co-authors the annual Study of Product Team Performance. Ron's most recent book is Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams - http://www.ManagingTheUnmanageable.net - co-authored with CTO Mickey W. Mantle. Published by Addison Wesley, it has been compared by reviewers to Mythica

Transforming chaos to clarity - acm 6.15

Transforming chaos to clarity - acm 6.15

Transforming chaos to clarity - acm 6.15

"We'd like you to manage the team now." That's about as much introduction - and training - as many of us get before our first day managing. Often preceded only by, "You're a great programmer and you've got some people skills." But while programming cred and facility with people are helpful qualifications, what do you really need to know to manage well? What makes a manager great? What are the qualities that meld teams and deliver great software? Those are among the questions that led Ron Lichty and his co-author Mickey W. Mantle to write "Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams" (Addison-Wesley, September), now available for pre-order online. In this interactive session, we'll examine the great managers each of us has experienced, and the qualities, skills, finesse and gifts of greatness that made them stand out. We'll talk about "the rest of the job": managing up, managing out, and other aspects of being a seasoned manager that reports mostly don't see. And you'll take away a few best practices that take most managers years to discover.

Crash Course: Managing Software People and Teams (IEEE, 4.4.13)

Crash Course: Managing Software People and Teams (IEEE, 4.4.13)

Crash Course: Managing Software People and Teams (IEEE, 4.4.13)

What differentiates a successful software development culture? Among successful cultures, what makes an agile one stand out? We think successful software development cultures are ones that are not just performant but that both delight customers and are a joy for every team member to be part of. One of the characteristics that differentiates agile cultures is that (finally!), it’s not just managers who are responsible for crafting culture - but everyone. And agile, done well, means every one of us engages in the crafting of it. In addition to training teams in agile, Ron Lichty has spent years coaching managers about how their roles change with agile. While his recent Addison Wesley book, Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams, didn’t zero in on agile, both the book and the classes that he and his coauthor give current and prospective managers espouse a deeply agile mindset for managers.

Keys to crafting an effective agile culture (svcc, 10.15)

Keys to crafting an effective agile culture (svcc, 10.15)

Keys to crafting an effective agile culture (svcc, 10.15)

Agile Australia 2014: Pop-ups and Startups in a Large Enterprise

Agile Australia 2014: Pop-ups and Startups in a Large Enterprise

Agile Australia 2014: Pop-ups and Startups in a Large Enterprise

Think Like an Agilist (repeat) Sydney Agile and Scrum 2014

Think Like an Agilist (repeat) Sydney Agile and Scrum 2014

Think Like an Agilist (repeat) Sydney Agile and Scrum 2014

Balance Demand Against Throughput: Kanban Recipe for Success Step 4

Balance Demand Against Throughput: Kanban Recipe for Success Step 4

Balance Demand Against Throughput: Kanban Recipe for Success Step 4

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Edgy Lean, Agile, and Systems Thinking things that you may not have heard of

Edgy Lean, Agile, and Systems Thinking things that you may not have heard of

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Problems I Know You Have

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An Introduction to XP and Agile

An Introduction to XP and Agile

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Think Like an Agilist - Agile India 2014

Think Like an Agilist - Agile India 2014

12 take aways - managing the unmanageable

12 take aways - managing the unmanageable

12 take aways - managing the unmanageable

System Traps and Opportunities

System Traps and Opportunities

System Traps and Opportunities

Ron LIchty, author of "Managing the Unmanageable", will explore how shared leadership is often the unspoken ingredient in hyper-productive teams. He will lead participants in activities designed to give a direct experience of sharing leadership and explain how that leads to hyper-productive teams and organizations. Join us at Cisco in San Jose for an experience that could make everyone around you smarter and wiser.

The hidden ingredient in hyper productive teams (scrummasters guild, 10.15)

The hidden ingredient in hyper productive teams (scrummasters guild, 10.15)

The hidden ingredient in hyper productive teams (scrummasters guild, 10.15)

Destacado (20)

AIPMM talk - chaos to clarity: managing the unmanageable, ron lichty, 12.7.12

AIPMM talk - chaos to clarity: managing the unmanageable, ron lichty, 12.7.12

AIPMM talk - chaos to clarity: managing the unmanageable, ron lichty, 12.7.12

Lean more than startups, software development, manufacturing

Lean more than startups, software development, manufacturing

Lean more than startups, software development, manufacturing

Becoming an Agile Manager (bay scrum, 10.24.13)

Becoming an Agile Manager (bay scrum, 10.24.13)

Becoming an Agile Manager (bay scrum, 10.24.13)

If We Are Agile, Why Do We Need Managers? (AgileIndy, 5.14)

If We Are Agile, Why Do We Need Managers? (AgileIndy, 5.14)

If We Are Agile, Why Do We Need Managers? (AgileIndy, 5.14)

Agile Is Hard (AgileCampSV 2014)

Agile Is Hard (AgileCampSV 2014)

Agile Is Hard (AgileCampSV 2014)

Product owners - how to get your development team to love you (product school...

Product owners - how to get your development team to love you (product school...

Product owners - how to get your development team to love you (product school...

Engineering challenges, product management solutions - product camp 2016

Engineering challenges, product management solutions - product camp 2016

Engineering challenges, product management solutions - product camp 2016

Transforming chaos to clarity - acm 6.15

Transforming chaos to clarity - acm 6.15

Transforming chaos to clarity - acm 6.15

Crash Course: Managing Software People and Teams (IEEE, 4.4.13)

Crash Course: Managing Software People and Teams (IEEE, 4.4.13)

Crash Course: Managing Software People and Teams (IEEE, 4.4.13)

Keys to crafting an effective agile culture (svcc, 10.15)

Keys to crafting an effective agile culture (svcc, 10.15)

Keys to crafting an effective agile culture (svcc, 10.15)

Agile Australia 2014: Pop-ups and Startups in a Large Enterprise

Agile Australia 2014: Pop-ups and Startups in a Large Enterprise

Agile Australia 2014: Pop-ups and Startups in a Large Enterprise

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Think Like an Agilist (repeat) Sydney Agile and Scrum 2014

Think Like an Agilist (repeat) Sydney Agile and Scrum 2014

Balance Demand Against Throughput: Kanban Recipe for Success Step 4

Balance Demand Against Throughput: Kanban Recipe for Success Step 4

Balance Demand Against Throughput: Kanban Recipe for Success Step 4

Edgy Lean, Agile, and Systems Thinking things that you may not have heard of

Edgy Lean, Agile, and Systems Thinking things that you may not have heard of

Edgy Lean, Agile, and Systems Thinking things that you may not have heard of

Problems I Know You Have

Problems I Know You Have

Problems I Know You Have

An Introduction to XP and Agile

An Introduction to XP and Agile

An Introduction to XP and Agile

Think Like an Agilist - Agile India 2014

Think Like an Agilist - Agile India 2014

Think Like an Agilist - Agile India 2014

12 take aways - managing the unmanageable

12 take aways - managing the unmanageable

12 take aways - managing the unmanageable

System Traps and Opportunities

System Traps and Opportunities

System Traps and Opportunities

The hidden ingredient in hyper productive teams (scrummasters guild, 10.15)

The hidden ingredient in hyper productive teams (scrummasters guild, 10.15)

The hidden ingredient in hyper productive teams (scrummasters guild, 10.15)

Más de Jason Yip

Have you watched those Spotify engineering culture videos? They were trendy and influential but that was around nine years ago. What might we say about effective product development culture today? In this talk, Jason will share a summary of 2023-era effective product development culture based on his eight years at Spotify and 14 years at ThoughtWorks. This will include core beliefs, guiding principles, and core practices. Which ones will align with what you see at your workplace? Which ones will highlight opportunities for improvement? This talk is not to encourage copying something that will become obsolete in another nine years, but instead to share an example of reflecting on effective product development culture to hopefully encourage your own ongoing reflection and improvement.

[Stretch 2023] We're in it together and other perspectives on effective produ...

[Stretch 2023] We're in it together and other perspectives on effective produ...

[Stretch 2023] We're in it together and other perspectives on effective produ...

Do you want to learn how to boost your productivity at individual, team, and organisational levels? If so, this presentation is for you. Individual productivity is about increased focus, frequent feedback, and reduced friction. Team productivity is about “flow over utilisation” and integration. Organisational productivity is about allocating effort, reducing relearning, and taking parallel bets. By the end of this presentation, you will better understand how to improve productivity at different scales and contexts.

[Stretch 2023] What does productivity really mean at different levels_ Indivi...

[Stretch 2023] What does productivity really mean at different levels_ Indivi...

[Stretch 2023] What does productivity really mean at different levels_ Indivi...

You’ve probably seen the famous Spotify Engineering Culture videos that describe how Spotify organizes its teams and processes to foster agility, autonomy, and innovation. But did you pay attention to the details? In this presentation, we will revisit the videos and highlight the top three points that you should have noticed instead of Squads, Chapters, Tribes, Guild: Aligned autonomy Creating trust-at-scale Decoupling

[NYC Scrum] The top 3 points you should have paid attention to in the Spotify...

[NYC Scrum] The top 3 points you should have paid attention to in the Spotify...

[NYC Scrum] The top 3 points you should have paid attention to in the Spotify...

Have you watched those Spotify engineering culture videos? They were trendy and influential in the agile community but that was around nine years ago. What might we say about effective product development culture today? In this keynote, Jason Yip will share a summary of 2023-era effective product development culture based on his eight years at Spotify and 14 years at ThoughtWorks. This will include core beliefs, guiding principles, and core practices. Which ones will align with what you see at your workplace? Which ones will highlight opportunities for improvement? This keynote is not to encourage copying something that will become obsolete in another nine years, but instead to share an example of reflecting on effective product development culture to hopefully encourage your own ongoing reflection and improvement.

[AgileDevOps West 2023] We're in it together and other perspectives on effect...

[AgileDevOps West 2023] We're in it together and other perspectives on effect...

[AgileDevOps West 2023] We're in it together and other perspectives on effect...

Have you watched those Spotify engineering culture videos? They were trendy and influential but that was around nine years ago. What might we say about effective product development culture today? In this talk, Jason will share a summary of 2023-era effective product development culture based on his eight years at Spotify and 14 years at ThoughtWorks. This will include core beliefs, guiding principles, and core practices. Which ones will align with what you see at your workplace? Which ones will highlight opportunities for improvement? This talk is not to encourage copying something that will become obsolete in another nine years, but instead to share an example of reflecting on effective product development culture to hopefully encourage your own ongoing reflection and improvement.

[Craft Conf 2023] We're in it together and other perspectives on effective pr...

[Craft Conf 2023] We're in it together and other perspectives on effective pr...

[Craft Conf 2023] We're in it together and other perspectives on effective pr...

[Agile Lean Ireland June 2022] Tactics for influencing leaders at different l...

[Agile Lean Ireland June 2022] Tactics for influencing leaders at different l...

[Agile Lean Ireland June 2022] Tactics for influencing leaders at different l...

[CoPA 2022] Experiences applying BAPO at Spotify.pdf

[CoPA 2022] Experiences applying BAPO at Spotify.pdf

[CoPA 2022] Experiences applying BAPO at Spotify.pdf

[CoPA 2022] Effective Product Development Culture circa 2022.pdf

[CoPA 2022] Effective Product Development Culture circa 2022.pdf

[CoPA 2022] Effective Product Development Culture circa 2022.pdf

[Business Agility Conference 2022] The top 3 points you should have paid atte...

[Business Agility Conference 2022] The top 3 points you should have paid atte...

[Business Agility Conference 2022] The top 3 points you should have paid atte...

BAPO stands for Business Architecture Process Organisation. It is Jan Bosch's more fleshed out expression of "structure should follow strategy". I recently experimented with applying this framework within Spotify Ads R&D and would like to share what worked and what didn't. Concepts expanded beyond BAPO to include product capabilities versus architecture services; overlapping product lifecycle s-curves; Simon Wardley's Pioneers, Settlers, Town Planners; and a reframing of the teaching people how to fish metaphor. Beyond sharing my successes and failures, this session will also encourage attendees to sketch how they might try this framework in their own context and anticipate what issues may appear.

Agile India 2021: Experimenting with BAPO in Spotify Ads R&D

Agile India 2021: Experimenting with BAPO in Spotify Ads R&D

Agile India 2021: Experimenting with BAPO in Spotify Ads R&D

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Agile India 2021: 8 guiding principles for Agile Coaches (or change agents)

Agile India 2021: 8 guiding principles for Agile Coaches (or change agents)

Frug'Agile 2021: Agile as doctrine (and that's a good thing)

Frug'Agile 2021: Agile as doctrine (and that's a good thing)

Frug'Agile 2021: Agile as doctrine (and that's a good thing)

BAPO stands for Business Architecture Process Organisation. It is Jan Bosch's more fleshed out expression of "structure should follow strategy". I recently experimented with applying this framework and would like to share what worked and what didn't. Concepts expanded beyond BAPO to include product capabilities versus architecture services; overlapping product lifecycle s-curves; Simon Wardley's Pioneers, Settlers, Town Planners; and a reframing of the teaching people how to fish metaphor.

Using BAPO to apply structure follows strategy

Using BAPO to apply structure follows strategy

Using BAPO to apply structure follows strategy

[Yow! 2019] 3 insights from 4 years at Spotify

[Yow! 2019] 3 insights from 4 years at Spotify

[Yow! 2019] 3 insights from 4 years at Spotify

Designing Better Tribe Meetings

Designing Better Tribe Meetings

Designing Better Tribe Meetings

How things still don’t quite work at Spotify... and how we’re trying to solve it

How things still don’t quite work at Spotify... and how we’re trying to solve it

How things still don’t quite work at Spotify... and how we’re trying to solve it

Agile is mainstream enough that the demand for Agile consultants and coaches is high. High demand attracts many people who lack relevant practical experience or only know how to practice, but don't know how to consult or coach. Organizations need effective ways to filter good candidates from bad. On the other side, candidates want to know what it takes to be considered good. I will share several patterns of selection approaches based on my experiences at Spotify and ThoughtWorks.

Agile 2017: What i've learned from 10+ years of evaluating Agile consultants ...

Agile 2017: What i've learned from 10+ years of evaluating Agile consultants ...

Agile 2017: What i've learned from 10+ years of evaluating Agile consultants ...

What does "speed" mean in software product delivery?

What does "speed" mean in software product delivery?

What does "speed" mean in software product delivery?

Agile Toronto 2016: What do you mean when you say "leadership"?

Agile Toronto 2016: What do you mean when you say "leadership"?

Agile Toronto 2016: What do you mean when you say "leadership"?

Enabling Autonomy at Spotify

Enabling Autonomy at Spotify

Enabling Autonomy at Spotify

Más de Jason Yip (20)

[Stretch 2023] We're in it together and other perspectives on effective produ...

[Stretch 2023] We're in it together and other perspectives on effective produ...

[Stretch 2023] We're in it together and other perspectives on effective produ...

[Stretch 2023] What does productivity really mean at different levels_ Indivi...

[Stretch 2023] What does productivity really mean at different levels_ Indivi...

[Stretch 2023] What does productivity really mean at different levels_ Indivi...

[NYC Scrum] The top 3 points you should have paid attention to in the Spotify...

[NYC Scrum] The top 3 points you should have paid attention to in the Spotify...

[NYC Scrum] The top 3 points you should have paid attention to in the Spotify...

[AgileDevOps West 2023] We're in it together and other perspectives on effect...

[AgileDevOps West 2023] We're in it together and other perspectives on effect...

[AgileDevOps West 2023] We're in it together and other perspectives on effect...

[Craft Conf 2023] We're in it together and other perspectives on effective pr...

[Craft Conf 2023] We're in it together and other perspectives on effective pr...

[Craft Conf 2023] We're in it together and other perspectives on effective pr...

[Agile Lean Ireland June 2022] Tactics for influencing leaders at different l...

[Agile Lean Ireland June 2022] Tactics for influencing leaders at different l...

[Agile Lean Ireland June 2022] Tactics for influencing leaders at different l...

[CoPA 2022] Experiences applying BAPO at Spotify.pdf

[CoPA 2022] Experiences applying BAPO at Spotify.pdf

[CoPA 2022] Experiences applying BAPO at Spotify.pdf

[CoPA 2022] Effective Product Development Culture circa 2022.pdf

[CoPA 2022] Effective Product Development Culture circa 2022.pdf

[CoPA 2022] Effective Product Development Culture circa 2022.pdf

[Business Agility Conference 2022] The top 3 points you should have paid atte...

[Business Agility Conference 2022] The top 3 points you should have paid atte...

[Business Agility Conference 2022] The top 3 points you should have paid atte...

Agile India 2021: Experimenting with BAPO in Spotify Ads R&D

Agile India 2021: Experimenting with BAPO in Spotify Ads R&D

Agile India 2021: Experimenting with BAPO in Spotify Ads R&D

Agile India 2021: 8 guiding principles for Agile Coaches (or change agents)

Agile India 2021: 8 guiding principles for Agile Coaches (or change agents)

Agile India 2021: 8 guiding principles for Agile Coaches (or change agents)

Frug'Agile 2021: Agile as doctrine (and that's a good thing)

Frug'Agile 2021: Agile as doctrine (and that's a good thing)

Frug'Agile 2021: Agile as doctrine (and that's a good thing)

Using BAPO to apply structure follows strategy

Using BAPO to apply structure follows strategy

Using BAPO to apply structure follows strategy

[Yow! 2019] 3 insights from 4 years at Spotify

[Yow! 2019] 3 insights from 4 years at Spotify

[Yow! 2019] 3 insights from 4 years at Spotify

Designing Better Tribe Meetings

Designing Better Tribe Meetings

Designing Better Tribe Meetings

How things still don’t quite work at Spotify... and how we’re trying to solve it

How things still don’t quite work at Spotify... and how we’re trying to solve it

How things still don’t quite work at Spotify... and how we’re trying to solve it

Agile 2017: What i've learned from 10+ years of evaluating Agile consultants ...

Agile 2017: What i've learned from 10+ years of evaluating Agile consultants ...

Agile 2017: What i've learned from 10+ years of evaluating Agile consultants ...

What does "speed" mean in software product delivery?

What does "speed" mean in software product delivery?

What does "speed" mean in software product delivery?

Agile Toronto 2016: What do you mean when you say "leadership"?

Agile Toronto 2016: What do you mean when you say "leadership"?

Agile Toronto 2016: What do you mean when you say "leadership"?

Enabling Autonomy at Spotify

Enabling Autonomy at Spotify

Enabling Autonomy at Spotify

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Cracking the Cultural Competence Code.pptx

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