- 18
- Episodes
- 2
- Ratings
- 2021
- First episode
About Agile Disrupted
For the people in the trenches of #Agile, where voices are heard and stories are shared.
- Publisher
- Agile Disrupted
- Category
- technology
- Language
- en
- Explicit
- Yes
- First episode
- 11 Apr 2021
- Latest episode
- 4 Apr 2023
Latest episodes
18 episodes in the feed.
4 Apr 2023
Requirements Gathering or Gospel
It’s not discovery. It’s discoveries. If you were asked, how does the company you work for make money? Break it down. Whether it’s an early startup living off of seed funding or a corporate empire running multi-billion dollar enterprises across the globe, what part do you play in helping your company thrive as a business? Some responses might be, “Beats me. But who cares? I’m getting paid.” For how long? It all comes down to that, doesn’t it? Money. Businesses will fight until their last dying breath to stay invincible in a market that never stops shifting. As Alexander Osterwalder, CEO of Strategyzer (https://www.linkedin.com/company/75735696/admin/#), simply puts it, “business models are like containers of yogurt in a fridge with an expiration date.” What evidence can we rely on as indicators of progress that the companies we work for will thrive throughout the test of time? Or even the next decade? Or the next meeting? Let’s think about: Is it more important to gather requirements on how to build a product or service that isn’t supported by strong evidence of demand or usability? When do Business Requirements Documents (BRD) expire? When do Assumption Maps expire? What risks come with falling in love with your first idea of a solution to a systemic problem experienced by the business? Do our habits of Problem-Solution Fit make us complacent in delaying evidence around Product-Market Fit before scaling to Business Model Market Fit? How often is Software Research & Design (R&D) funded to validate new business ideas before building them for the mass public? Do our habits of peak efficiency limit us in uncovering opportunities & solutions for effectiveness for the same outcome? Does a company that began in Software Research & Design (R&D) share the same measure of variability with a company that began in a PMO? What does uncertainty look like for a company that carries products and services dependent on both Software Research & Design (R&D) and a PMO? Does our disdain for the risks that come with a PMO make us dismissive in understanding the organization design of how a company makes money? What happens when both good business ideas and bad business ideas get funded in a company? What risks do we experience as a business when we pivot and when we persevere, but never to kill a bad business idea? Does a company become invincible through the confidence of its leaders claiming certainty around the existing products and services that have given financial security up until now, or is it through the leaders who never stopped being entrepreneurs, that carry the conviction to navigate the uncertainty that comes with running a business? The dichotomy remains. Find out with newest guest Thomas Schaefer (https://www.linkedin.com/company/75735696/admin/#) and the return of guest speaker Kaelin Burns (https://www.linkedin.com/company/75735696/admin/#), as we uncover what happens when we get caught up in the art of product, but lose sight of the science of business 🔥
29 Nov 2022
Definition of Progress
Is failing fast effective or reckless, especially without understanding the pattern that led to the failure to begin with? We create goals. We call them outcomes. We call them objectives. We measure key performance indicators on reaching these goals. We reach these goals to continuously improve. We continuously improve to reach our personal vision. We recruit others to join us in a shared vision. We get there together. We arrive. That’s the plan, right? Are we more susceptible to enrolling into someone else’s personal vision of the future in avoidance of our own introspection of what we really want? Are we more susceptible to being compliant, or even apathetic, towards a shared vision that’s forced upon us? Sometimes we formalize our goals at work and sometimes we disregard them in our personal lives. Every day, we wake up to a blank canvas of possibilities and obstacles towards these goals. Every day is a lottery, ‘because cause and effect is not closely related in time and space,’ as Peter Senge explains it in Laws of System Thinking. Time isn’t as linear as much as we understand it to be, and yet it is our impulse to respond accordingly. It is our impulse to create solutions for yesterday’s problems. It is our impulse to diagnose symptoms, so that we might avoid the hard truth of the patterns behind ‘the structures that might hold us prisoner.’ Given the limitations of cognitive load, our mental model alone can’t possibly contain every element of the butterfly effect. But the commitment that comes with seeking the truth means we discover how we are co-creating our own reality today and what we’re willing to do to generate the results we want. So, ask yourself. What progress have you made this year? Is progress more focused on reaching your goals based on the set of conditions you designed for yourself in January or compounding interest on your learning milestones? If you were to do innovation accounting on your goals for the past five years, what would that teach you about your patterns? If an Agile team were to do innovation accounting on the products and services they support, what would that teach them? If holding creative tension towards a personal vision is difficult for the individual by default, what might that look like for an Agile team holding creative tension for achieving their Product vision? How often does an Agile team have a Product vision that is connected to the shared vision of the company? How often is an Agile team allowed the opportunity to understand how the company operates as a business, in order to create meaning out its shared vision? If a shared vision for an Agile team means each person sees the same picture of success for their Product, how might an entire company of employees share a vision together? What happens when the vision of the Product, the vision of the Portfolio/Program, and the vision of the company are three different pictures? What happens when the incentive structure for the employee, for the Agile team, for the Portfolio/Program, and the company as a whole don’t match? Is learning how we co-create our own reality a source of limitation or is reality simply a medium that we are bringing to life each day through our choices? Find out with the return of guest speaker David A. Brown, and our newest guest speaker Patrick Mercurio.
26 Sept 2022
Change My Habits
“It’s a #mindset.” Is it though? Do old #habits really die hard, or are we dying each day with them? Let’s think about the #narrative we tell ourselves in the perpetual struggle to form new habits and the struggle to break bad ones. “I’ll do better tomorrow. Today is not the day.” “I’ll do better next month. This month was a lot.” “I’ll do better next year. This year was just too much.” Our habits and behaviors are tied to how we identify ourselves each day and it is when we confront our #identity, we begin to see significant #change in who we want to become. It all starts with our #choices. So, what about a living #system of individuals carrying habits and behaviors that represent the identity of a corporation? Let’s dig deeper. Is the identity of an Agile team the sum of its team members or an identity that is #enforced on them by the company? What are the habits and behaviors of an #Agile team that is learning together vs. not learning together? If old habits die hard for an individual, how hard is it for an Agile team of individuals to form new habits or break old ones? How often are the habits and behaviors of an Agile team a representation of its identity or a response to the #ecosystem it lives in? What are the habits and behaviors of a company that is #dysfunctional vs. #dynamic? What do the habits and behaviors of a company tell us about their organizational design? If no single individual or entity within a company is holding you #accountable to a specific change, how likely are you to relapse into old habits of an organizational structure that didn’t get updated? What are habits and behaviors of a company that is #learning vs. a company repeating the same routines hoping for a different #outcome? If old habits die hard for an individual, how hard is it for a company of individuals to form new habits and break old ones? If a company has simply changed its #strategy, its #people, without changing its #financial structures, #incentive structures, or #operational processes, can the habits of company that’s been thriving on waste truly evolve or be held prisoner of an unchanged system? If dysfunctional patterns of habits and behaviors are evident #signals alone, are companies willing to confront their identity crisis to welcome positive change, when it’s hard enough to do as an individual? 🔥 Find out with the return of guest speaker David A. Brown and newest guest speakers Jennifer Burkle, and Kristina Stroud as we uncover mental models, where our habits come from, and what the possibilities could be.
13 Aug 2022
SAFe to Fail
So, is it really SAFe (https://www.linkedin.com/feed/hashtag/?keywords=safe&highlightedUpdateUrns=urn%3Ali%3Aactivity%3A6964028738871119872) to Fail (https://www.linkedin.com/feed/hashtag/?keywords=fail&highlightedUpdateUrns=urn%3Ali%3Aactivity%3A6964028738871119872)? Let’s dig deeper… What systemic (https://www.linkedin.com/feed/hashtag/?keywords=systemic&highlightedUpdateUrns=urn%3Ali%3Aactivity%3A6964028738871119872) problems do organizations face to consider adopting Scaled Agile Framework (SAFe)? What kind of financial (https://www.linkedin.com/feed/hashtag/?keywords=financial&highlightedUpdateUrns=urn%3Ali%3Aactivity%3A6964028738871119872) structure supports SAFe? What kind of incentive (https://www.linkedin.com/feed/hashtag/?keywords=incentive&highlightedUpdateUrns=urn%3Ali%3Aactivity%3A6964028738871119872) structure supports SAFe? How much variability (https://www.linkedin.com/feed/hashtag/?keywords=variability&highlightedUpdateUrns=urn%3Ali%3Aactivity%3A6964028738871119872) and ambiguity (https://www.linkedin.com/feed/hashtag/?keywords=ambiguity&highlightedUpdateUrns=urn%3Ali%3Aactivity%3A6964028738871119872) of the work does SAFe allow? What measure of adaptiveness (https://www.linkedin.com/feed/hashtag/?keywords=adaptiveness&highlightedUpdateUrns=urn%3Ali%3Aactivity%3A6964028738871119872) does SAFe allow, if we were to count the number of transaction costs and switching costs required to complete the work? Are we truly increasing customer value, if the lead time in a SAFe portfolio/program is unspeakably long, the measure of adaptiveness is low, while the portfolio/program is inflated with specialization (https://www.linkedin.com/feed/hashtag/?keywords=specialization&highlightedUpdateUrns=urn%3Ali%3Aactivity%3A6964028738871119872) of roles? What influences (or diminishes) psychological safety (https://www.linkedin.com/feed/hashtag/?keywords=safety&highlightedUpdateUrns=urn%3Ali%3Aactivity%3A6964028738871119872) in a SAFe model? What are common dysfunctional (https://www.linkedin.com/feed/hashtag/?keywords=dysfunctional&highlightedUpdateUrns=urn%3Ali%3Aactivity%3A6964028738871119872) behaviors of teams in a SAFe model? Is failure defined as a missed deadline, a missed PI objective, or a missed customer (https://www.linkedin.com/feed/hashtag/?keywords=customer&highlightedUpdateUrns=urn%3Ali%3Aactivity%3A6964028738871119872) opportunity? Is SAFe the problem or the lack of understanding the design of the organization itself? Is SAFe the problem or an organization's learning disability of its own business (https://www.linkedin.com/feed/hashtag/?keywords=business&highlightedUpdateUrns=urn%3Ali%3Aactivity%3A6964028738871119872) model and achieving what’s needed to stay market relevant? Tune into the Season 3 premiere with the return of guest speaker, Matt Miller (https://www.linkedin.com/in/ACoAAAYHE4ABLuHnpTVtIcuCLKk5tp_KsxnCVMg), and newest guest speaker, 🙎🏼♂️ V. Lee Henson - Certified Scrum Trainer (https://www.linkedin.com/in/ACoAAABqmZYB8K6GC_Zk6a2rwKwW3u-YKq3KfzM), as we uncover what psychological safety looks like in a Scaled Agile Framework (SAFe) model and the dichotomy of success and failure.
31 Dec 2021
Disrupters Assemble
What better way to end 2021 than the much anticipated Season 2 Finale: Disrupters Assemble. With nothing short of profound introspection and prolific disruption. Agile Disrupted brings back major speakers, David A. Brown (https://www.linkedin.com/company/75735696/admin/#), John Augustin (https://www.linkedin.com/company/75735696/admin/#), Matt Miller (https://www.linkedin.com/company/75735696/admin/#), and Jason Kerney (https://www.linkedin.com/company/75735696/admin/#) from Season 2 for one last showdown called #ChangeMyMind on these eight topics: Season 2, Episode 1: Psychology of Product An Agile team will claim success by meeting their “Definition of Done” and delivering a Product that no one uses Season 2, Episode 2: Scrum Master of None When a Scrum Master can’t hold themselves accountable for their own craft, they fail to hold their teams accountable Season 2, Episode 3: Definition of NOT Ready Without validation practices provided by Definition of Ready, we fail to identify good ideas from the bad ones that results in an inflated Product. Season 2, Episode 4: WIP or Whipped? WIP limits alone won’t help undone work or a fragment team Season 2, Episode 5: Agilist in Wonderland, a Fragile Transformation Story An Agile Transformation alone won’t fix the problems an org is having with their software releases. It will only expose it. Season 2, Episode 6: Ghosted Ghosting only serves the person or the company in the act alone, without any regard towards the victim being impacted. Season 2, Episode 7: Hard Conversations People will be in denial of a problem or conflict to avoid a hard conversation Season 2, Episode 8: Ugh Agile Interviews, Recruiters Edition An organization’s obsession with present needs will poorly influence their ability to hire talent for the future Tune into the Season 2 Finale with speakers David Brown, John Augustine, Matt Miller, and Jason Kerney find out how the disrupters assembled. 🔥
23 Nov 2021
Ugh, Agile Interviews - Recruiters Edition
Agile Interviews. Enough said. When it comes to the organizations that carry their own perception of what being Agile means, in accordance to their own business model, their own operating model, their own cultural values & principles and ultimately their own brand, how can we be certain that we are being matched appropriately? We don't. Until the actual interview begins with our hiring manager, it is an uncertainty we sit with. The uncertainty of what this manager is going to do with our future as soon as it's in his/her hands. The uncertainty of joining an organization without actually knowing what you signed up for, despite what you learned within a few hours of having a conversation with a stranger, or perhaps a couple of strangers. If the argument is to embrace change and embrace impermanence of any present state we are in, are we hiring people as they are now? Or are we hiring for the inevitability of who they will become? Are we hiring to help others feel confident in their own future, because we, as leaders, see the future with abundance and absolute clarity. What happens when an organization is uncertain about the future they are hiring for and can't speak to it in an Agile interview? What happens when an organization is uncertain about the role descriptions they are hiring for while being in the process of a Fragile Transformation? What happens when an organization's misperception of Agile results in hiring the wrong Agile professionals? What happens when an organization's misperception of Product results in hiring the wrong Product professionals? What happens when an organization hires for a specific culture fit that ultimately leads to culture cliques? What happens when a hiring manager prioritizes filling a gap versus investing in talent retention? What assumptions and biases exist in the hiring process for Agile professionals, especially from the hiring managers? Do we really uncover the organization's values and principles in the interview alone? Have you ever been ghosted by a recruiter? What happens when a recruiter sets up a candidate for failure at a prospective organization? When does a recruiter really go above and beyond? Are we at the mercy of an organization's open requisitions and their recruiting agencies, or can we change the narrative by uncovering the belief systems that support the organization's values & principles by asking the right questions? Find out with newest guest speakers Jose Mata (https://www.linkedin.com/in/josematajr/), and Dionna Steed (https://www.linkedin.com/in/dionna-steed-84838477/) as they share what it takes to find talent in a market that truly is impermanent.
1 Nov 2021
Hard Conversations
Two words: Hard. Conversations. When comes to all the professional & personal relationships that fill our lives with fulfillment, or perhaps even dread, do we really accept the responsibility of conflict management? Do we live by the values and principles we carry, especially when conflict arises? Do people avoid hard conversations out of cowardice? Do people avoid hard conversations out of complacency? Do people avoid hard conversations out of convenience? Do people avoid hard conversations out of privilege? Are we in denial of the problem that exists in order to avoid a hard conversation? Are we always ready to provide or receive a hard conversation? Do we statistically remember the worst fights over the greatest milestones in a relationship due to the emotional scars it left behind? When you avoid a hard conversation, does anyone really win? What element of risk and uncertainty holds us back from having hard conversations? How regularly do we practice trust in ourselves in order to value the trust in others? Do we overestimate how well we communicate and promote transparency? Do we inflate the hard conversation to be bigger in our heads than it actually is? Does the relationship carry any substance without prior experiences of conflict? Are we compromising more often than collaborating in our relationships? We are truly tested as humans by the decisions we make and its impact to others. We live with our decisions each day. So, is the hard conversation intended for someone else, or is it intended for ourselves? 🔥 Find out with the return of guest speakers, Joshua Mauldin (https://www.linkedin.com/in/joshuamauldin/) and Emmanuel Wiggins (https://www.linkedin.com/in/emmanuelwiggins/), as well as, newest guest speaker, Jason Kerney, in our special two-part mini series "Corporate Horror & Trauma: Hard Conversations," as we face the hard decisions that come with having the hard conversations that imprint our lives.
26 Oct 2021
Ghosted
Tis the season to be horrific and ghoulish, let's talk about corporate horror & trauma. Have you ever been ghosted by a company before Corporate ghosting is when a company completely cuts off all forms of corporate communication with you without prior notice or explanation. Plot twist: this can happen to absolutely any professional in their career. Why does corporate ghosting happen? What stopped a supervisor from having one hard conversation to their employee and sparing them a lifetime of trauma? What happens to all the relationships that an employee built in the organization after being ghosted? How does being ghosted by a company affect an employee's ability to trust their next hiring manager again? How does being ghosted by a company affect an employee's ability to build relationships again at their next company? Does one supervisor's decision to ghost an employee not affect the rest of the employees reporting to him/her? How does ghosting one employee ensure the psychological safety of the peers of that employee? Can a company's culture be salvaged when ghosting employees becomes an acceptable norm? What precedent does corporate ghosting set for new hires at a company? Where is the trust, integrity, transparency, and courage that companies seek from their people, if it's not shown by example? How is corporate trauma any different from the personal trauma that results from being ghosted? How does the human mind respond to a trauma it cannot process or find closure in? Is there awareness of the damaging consequences that corporate ghosting brings to an employee or is it not that important? To what magnitude do you start questioning yourself and your self worth to fully process the very act of being ghosted? Does the memory of being ghosted by a company truly fade away or does it stay with you until the test of time? Would you have changed the narrative of your time with a company knowing that you were going to get ghosted in the end? Is a company's decision to ghost their employee a necessary cruelty that could've been avoided by providing one exit conversation? 🔥 Find out with the return of guest speakers Joshua Mauldin (https://www.linkedin.com/company/75735696/admin/#) and Emmanuel Wiggins (https://www.linkedin.com/company/75735696/admin/#) in our special two-part mini series "Corporate Horror & Trauma: Ghosted," as we disrupt the very act of corporate ghosting and what it does to any hardworking professional trying to make a difference.
23 Oct 2021
Agilist in Wonderland, A Fragile Transformation Story
Once upon a time, there was a girl named Alice. She discovered a world that disrupted her entire perception of reality. It was called Wonderland. If we look at Alice as this beacon of hope and the personification of curiosity & courage, do organizations exist in the Agile world that we live in or are they hidden gateways to Wonderland? What happens when an organization doesn't fundamentally know why they are transforming? What happens when an organization has a reorg and puts their people into new roles without understanding the responsibilities required of those roles? What happens when the infrastructure doesn't support the scaling framework stood up by leadership? Will an Agile Transformation alone fix the problems an organization has been experiencing in their operating model for years? Will an Agile Transformation alone fix the problems an organization has been experiencing in their business model and market domain? When an Agile team follows the process in the ecosystem designed for them to deliver a product that no one uses, is that a true measure of success? Are executives willing to make the hard decisions and be open to the changes required of an Agile Transformation? Is an Agile Transformation an organization's last attempt to save the business and the jobs of their people? What happens when executives carry their own assumptions & bias around a strategy for the future by avoiding the actual challenges that exist in the ecosystem? Does an organization ever stop transforming in a market that is constantly changing? Are we allowing the people of an organization the security to make decisions as well as mistakes in order to make progress? When we show patience and grace for children to mature into adults, are we providing that same courtesy to the people of an organization maturing in their own principles & values during an Agile Transformation? When consultants are hired to support the organization's Agile Transformation, are we really collaborating for an abundant future or are we hiring a service to make the hard decisions for us? Are we really measuring changed behaviors of a culture that's been fundamentally disrupted? Is the future we envision abundant and full of hope or is the fear of failure keeping us from it? Find out with newest guest speaker, David A. Brown (https://www.linkedin.com/company/75735696/admin/#), as we uncover what it takes to navigate through Wonderland and find our way back home. 🔥
18 Oct 2021
WIP or Whipped?
So, how good are you at prioritizing what you need to get done at a sustainable pace? How often do you realistically say "yes" to last minute commitments that come up and how often do you say "no" to promises that you know you can't keep? Do you find yourself saying the following: I'm going to sacrifice sleep, to get all this done. I'm going to sacrifice meals, to get all this done. I'm going to sacrifice time with my friends & family, to get all of this done. I'm going to leave this partially done, so that I can get everything else done. Now, flip that to Agile teams using WIP limits: Can WIP limits expose an Agile team's inability to prioritize? What happens when an Agile team blindly follows WIP limits and starts cheating their way around them? What happens when Agile teams run the risk of pulling in too much work against their rate of predictability? Can WIP limits alone help undone work? Can WIP limits implicitly encourage collaboration for a fragmented team? How comfortable is an Agile team saying "no" to work that is past their available capacity? Are we really embodying a Work/Life balance if team members are allocated at <50% utilizationWhat happens when an Agile team's clear and visible policies are disregarded by leadership? WIP limits encourage a culture of work that is done before pulling in more work. The tool(s) we use doesn’t guarantee the culture we seek, but the people do. Are we setting the example of the culture we seek from others? Find out with newest guest speakers, Sviatlana Kopts (https://www.linkedin.com/in/ACoAAAgujEwBfeNZ7Q8eDWgj0jUYwaY4Ao0KPl8) and Ranjit Sellars (https://www.linkedin.com/in/ACoAAAr6AoIBuuY1rwHPHIiLQ11pT8CzUs_KxzI), as we uncover what it means to "stop starting, and start finishing." 🔥
4 Oct 2021
Definition of #NOT Ready
How can we be inherently done, if we didn't understand what readiness was in the first place? At what point does the obsession over output, efficiency, predictability, and misguided deadlines overpower our actualization of readiness to begin with? Is the Agile Team ready to be launched? Have we done our due diligence to determine if a product is worth pursuing or not? Is the market even ready for our product? Are we ready to release? Is the organization actually ready to transform? Are we ready to accept the roles that are being asked of us? Are we ready to confront ourselves and have the hard conversation to turn this ship around? When we fail, will our conviction and drive lead us to try again? Find out with newest guest speakers, Oscar Rodriquez (https://www.linkedin.com/in/ACoAAAActM0BjB5Ac8v7vYwbKNkXcbZ45i5hl5s) and James Schneider (https://www.linkedin.com/in/ACoAACnMXQwBSAO-EFBz1dm0MF7MYAnL_T9gD1Y), as we uncover what it takes to make more informed decisions to help us become: ready. 🔥
28 Aug 2021
Scrum Master of None
Is the pursuit of mastery really a linear destination we hope to reach one day or a beacon in the night sky telling us where north is? Is mastery a box we check for ourselves to feel worthy or an unsolved mystery we yearn to see the other side of? Perception is quite the qualifier. It’s up to us to recognize our own perception of the mastery we seek and what truly makes us come alive. Tune into this week’s newest episode and find out what really makes the Scrum Master come alive with the return of speakers John Augustin (https://www.linkedin.com/in/ACoAAAG5eZsBspaj8hUt40X8Mj5IOk6blNWmAVg) & Matt Miller (https://www.linkedin.com/in/ACoAAAYHE4ABLuHnpTVtIcuCLKk5tp_KsxnCVMg) 🔥
14 Aug 2021
Psychology of Product
What happens when a social media app goes viral and suddenly hours of your day have disappeared? What happens when a virus hits an entire species and you find yourself getting acclimated to regular video calls in your home? What will happen to us when we figure out our future residence in outer space? Our lives will fundamentally change. One person's vision impacting the masses. The psychology behind radical products is not foreign to us and demands to be recognized. Tune into the Season 2 premiere with our newest guest speaker Kaelin Burns (https://www.linkedin.com/in/ACoAAAIh_TEB1HBlPPxqz8NVJT0nUe8UYoVNinI) and the return of guest speaker Jake Tyndall (https://www.linkedin.com/in/ACoAAAbmh7MB7g6ngeID7ighqM-nyVohwBVKoWM), to find out. 🔥
18 May 2021
Ugh, Agile Interviews
How would you describe your typical work day? Honestly. Is the work that you do each day actually meaningful? Or is your current role sucking the life out of you? Have you become complacent & unmotivated? Do you feel underutilized? Do you feel unappreciated? If so, was it always like this? No, of course not. Your first day at any organization is the glorious day where your inner battery of hope, excitement, and curiosity is at full capacity because everything is new and exciting. You’re about begin a new era full of possibilities. But does the organization feel that way, too? Does your hiring manager share the same sentiment that the future is bright & full of possibilities? Or were you hired for a temporary gap that needs filling? When an organization envisions a future that’s full of hope, so does its people and the people they hire to bring along with them. But are most organizations looking into the future or obsessing over the present? Are organizations treating people as resources or beacons for a better tomorrow? Tune into this week's newest episode with the return of speaker John Augustin (https://www.linkedin.com/in/ACoAAAG5eZsBspaj8hUt40X8Mj5IOk6blNWmAVg), founder of Agileburn.com (http://agileburn.com/), and find out.
10 May 2021
The Customer, Haha - UX Edition
What if I told you that tomorrow is going to be a day of radical & tragic change? Tomorrow is the day you experience a horrible stroke, and are now navigating through a wheel chair, while you undergo intense physical therapy to regain your sense of mobility again. You'd feel profoundly devastated. The same set of stairs that you climbed a countless number of times now gives you feelings of helplessness and anger. But are you angry at the stairs or at the problem? The stairs are intently designed for humans with mobility. The elevator behind the stairs now holds new meaning and a space for gratitude that you didn't have before. As humans, are we physically & emotionally designed for such radical change? Maybe. Are there humans out there who's very passion is dedicated around human centered design? Yes. It's called User Experience (UX). We are all humans surrounded by products that we specifically chose because they were specifically designed for a customer persona that we identify with. People create products to serve the people, but is it designed in a way for them to use it? Tune into this week's newest episode with guest speaker, Joshua Mauldin (https://www.linkedin.com/in/ACoAAAFqCmUBHqx1qtrNr_I45jOB4bPZeOmA5Pg) and find out.
1 May 2021
Minimum Viable Potential
How do we come up with ideas? Think about your last memory of experiencing recognition, or even ridicule, from someone about your particular idea. Was it a fleeting thought or the result of a perfectly packaged set of circumstances? The very definition of an “idea” has countless interpretations. When you hear the opening question for a remarkable Founder, “What you’ve created is ground breaking, how did you come up with the idea?” A long winded story begins, but the same question remains: How do we really come up with ideas? We imagine them. Our ideas are born in our imagination, and unless we do something about them, they live there, too. The evolution of an idea, or even a belief, turning into a successful Product always circles back to its origin story: Minimum Viable Product. When an idea is born, it commands a hypothesis to drive an experiment. But what exactly requires that hypothesis to become a viable Product vs. something that has “Minimum Viable Potential?” What is an experiment without its scientist plagued by a hypothesis that commands an answer? Where is our conviction of the problems we sign up to solve? Tune into this week’s newest episode with the return of speakers Matt Miller (https://www.linkedin.com/in/ACoAAAYHE4ABLuHnpTVtIcuCLKk5tp_KsxnCVMg) & Jake Tyndall (https://www.linkedin.com/in/ACoAAAbmh7MB7g6ngeID7ighqM-nyVohwBVKoWM), and find out.
18 Apr 2021
The Customer, Haha
As professionals in the Agile realm, how do you explain your role to your friends and family? When you share your official title as "Scrum Master, Product Owner, Developer, Agile Consultant, etc.,” people who don’t currently work in an Agile space won’t understand what you're talking about. So, we pause for a brief moment, to gather ourselves and figure out a way to explain what our role is in a way that is meaningful. One way or another, you find yourself explaining the Product or the business you support and that's the kicker. We all have a role to play when it comes to the multi-dimensional realm that is Product Management. Every single human being on this earth serves a role in Product, whether you're a founder, a builder, or a customer. Perhaps, not everyone in this world has experienced what it takes to be a founder and/or builder. But there isn't a fortunate soul on this earth that hasn't been a customer to an existing or former Product. So, when does that customer obsession begin for the Products we design in a market that competes for the same cause: Products designed by people to serve a need for the people. Tune into this week’s newest episode with special guest, Jake Tyndall (https://www.linkedin.com/in/ACoAAAbmh7MB7g6ngeID7ighqM-nyVohwBVKoWM), and find out.
11 Apr 2021
Trust, smh.
If I had to ask you how many times you’ve been betrayed? Could you come up with a number? What’s the first memory that comes to your mind? That leap of faith you took in trusting someone, and ended up feeling foolish in the end. Did you recover? Did that relationship recover? And isn’t that the irony of trust? The only way to know if you can trust someone is by trusting them. It’s the beginning of every relationship you’ve ever had in your life. Flip that. What about when someone starts trusting you? That transition period of being someone’s after thought to being someone’s priority. It’s scary. It’s a big moment that doesn’t get the attention that it deserves...until it’s too late. Now amplify the magnitude of such a responsibility of individuals to teams, specifically, Agile teams. How often are we braving through connection? When trust falls apart, what do you do? When trust is salvaged, what happens? Tune into this week's special 1-hour episode and find out with guest speakers, Kaitlin Zarcone (https://www.linkedin.com/in/ACoAABLM5FEBHgfdlfciE8KRdvdJ3Z96ICKHtIQ) from "Our Breakroom" Podcast, and John Augustin (https://www.linkedin.com/in/ACoAAAG5eZsBspaj8hUt40X8Mj5IOk6blNWmAVg), Founder of Agileburn.com (http://agileburn.com/)
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