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Story writing, grooming, mapping 30 min each day with the team takes me about an hour of prep and an hour of followup each day. So much more sustainable than doing a large planning session each iteration.

Here’s why we should master software delivery practices. The best way to address stakeholder concerns is to deliver – dive into teamwork, perform practices as habit, and use broad and deep experience to adapt. We need to run faster than people expect without stumbling or running out of breadth. We need to avoid flailing about to signify we are working hard. This way we stand the best chance at addressing concerns, maintaining quality, preserving team culture, and creating an outcome.

That a human system challenge you’re facing is a solved problem gives you a scenario, some tools and a first step. It doesn’t make navigating the challenge easy or success likely. Such is life and the limitations of thought leadership.

When facing project challenges, I reflect on agile principles and how they inform which practices to use to achieve necessary outcomes. With that, I try not to get lost in activities I’m being asked to do and rather do what I need to do while finding ways to better communicate.

In a product role, restate the business outcome in conversations over technical decisions. Give the engineers context even if it seems obvious. Rather than, “What is the best engineering approach?” “What is the best engineering approach given the potential customer has invested time getting to this point and we risk losing them if they get frustrated or blocked? If we lose them at this point they may never come back.”

Participating in a talent review. Feeling admiration for co-workers and shame at my own limitations. Reframe as reflection and humility. Feel gratitude for fascinating peers and growth challenges. Most importantly, live in this uncomfortable moment because this too shall pass.

We can’t change anything unless we’re capable of reflecting on what we do and do not have the means to change. Our present understanding of what lies in either category is almost certainly wrong. The pain that comes with some of that discovery is necessary. The hope - inspiring.

It’s fascinating. One read is that they are leveraging their own massive investments to induce their supplier evosystem to become more sustainable which is a goal of ESG standards.

Another reading is they are using ESG as a lever to induce suppliers to become dependent on their infrastructure.

I figure both are true.

Is this another kind of attack defend cycle? PhotoGuard alters image pixels to confuse AI without affecting human vision. An encoder attack affects the AI’s mathematical understanding. The diffusion attack makes the image appear as something else to the AI. Any AI edits to these altered images result in unrealistic outcomes. https://lnkd.in/emh6FYiF

The US Government is funding Blue Origin research into an autonomous process to refine materials found on the Moon and Mars required for solar energy production. Blue Origin says the process creates “silicon with a purity of 99.999%, as well as that of highly resistant solar glass” from dust, broken rock and other materials. The intent is space exploration but I can’t help imagining a bond-style hideout. https://lnkd.in/ea2tjZGu

Eight suggestions for agile organizational transformation:

Develop leaders into effective advocates: Leaders must become passionate advocates for learning, collaboration, and autonomy for both business value and human benefit.

Align Products to Value Streams: So that your products teams have the scope and focus to drive business outcomes.

Start with One Team: Empower a cross-functional team to learn and grow, serving as a beacon for the transformation.

Use agile coaching as a lever not a crutch: Use coaching to foster high team performance. An agile coaches train, coach, and consult. They guide teams, not control or “do” the agile process.

Training is part of the learning process. Not the learning process: Supplement coaching, mentorship, and hands-on learning with training tailored to your organization’s specific challenges and goals.

Adopt Agile with Agility: Implement iterative adoption cycles, tracking progress, and adjusting course to align with company objectives.

Don’t Rush to Scale: Expand organically, supporting each team in transition. Scaling structures are there to remove friction between high performing teams, not create blockers or standardize mediocrity.

Agility will not be the same in every team. That’s good! Different teams may require different capabilities based on the work they perform and the business outcomes they need to create.

https://lnkd.in/ehbkqbKk #AgileTransformation #Leadership #AgileCoaching #ContinuousImprovement

I’m starting to believe an element of self-doubt and questioning is part of the warp and weft of an enduring learning mindset. It certainly can contribute to the humility and drive to necessary to change and grow as a human. That you’ve taken time from your successful career to dive into learning and with a sustainability focus supports my thoughts here. I’m excited for what you have to contribute to an industry and economy (tragically) misdirected from concerns of long term impact.