“Business agility is about finding the constraints in the system” - Evan Leybourn, Business Agility Institute founder.Where do most teams and departments in an organization encounter constraints? They encounter it in management, the budgeting process driven by finance and the performance management process driven by HR. When management and finance are about control, teams are constrained and the organization cannot be adaptive. E.g. no (or not enough) budget to hire the people when they need it, get the equipment and supplies in time, have the flexibility to try things out, etc. In this podcast, we explore with Bjarte Bogsnes how going beyond the budgeting constraints helps an organization achieve business agility. Though this journey isn’t for the faint of heart, companies like Tesla and Equinor (formerly StatOil) are doing this today - and are being very successful at it. 

“Business agility is about finding the constraints in the system” - Evan Leybourn, Business Agility Institute founder.Where do most teams and departments in an organization encounter constraints? They encounter it in management, the budgeting process driven by finance and the performance management process driven by HR. When management and finance are about control, teams are constrained and the organization cannot be adaptive. E.g. no (or not enough) budget to hire the people when they need it, get the equipment and supplies in time, have the flexibility to try things out, etc. In this podcast, we explore with Bjarte Bogsnes how going beyond the budgeting constraints helps an organization achieve business agility. Though this journey isn’t for the faint of heart, companies like Tesla and Equinor (formerly StatOil) are doing this today - and are being very successful at it.

Beyond Budgeting Episode 2

Beyond Budgeting Episode 1

“The company is only as agile as the least agile department.”Do you believe that? In this series, we’re talking with Marina Alex specifically about sales and agility. Her rich experience would help break any preconceived notions that we may have. We even discuss how to start the organizational agility with Sales instead of Product/Engineering.

“The company is only as agile as the least agile department.”Do you believe that? In this series, we’re talking with Marina Alex specifically about sales and agility. Her rich experience would help break any preconceived notions that we may have. We even discuss how to start the organizational agility with Sales instead of Product/Engineering.

Agile in Sales Episode 3

Agile in Sales Episode 2

Agile in Sales Episode 1

What’s it like to work at the cusp of a radical company that’s breaking all the rules, including Agile as most people know it?  From 3-hour sprints to very short-lived teams, we’re chatting with Joe Justice about Elon Musk’s desire and drive to innovate quickly. The result is tangible organizational agility at Tesla. We’re going to cover everything about agility, from HR (Episodes 1-2), Finance (Episodes 3-4), Management (Episode 5), Planning &amp; Measurement (Episode 6) to applying agile methods to product development and hardware (Episodes 7-9), Agile (Episode 10) and Ways of working (Episode 11).The conversation builds on each other, so if you didn’t listen from episode 1, you may want to go back to the previous episodes to get some background and understanding.

What’s it like to work at the cusp of a radical company that’s breaking all the rules, including Agile as most people know it?  From 3-hour sprints to very short-lived teams, we’re chatting with Joe Justice about Elon Musk’s desire and drive to innovate quickly. The result is tangible organizational agility at Tesla. We’re going to cover everything about agility, from HR (Episodes 1-2), Finance (Episodes 3-4), Management (Episode 5), Planning &amp; Measurement (Episode 6) to applying agile methods to product development and hardware (Episodes 7-9), Agile (Episode 10) and Ways of working (Episode 11).The conversation builds on each other, so if you didn’t listen from episode 1, you may want to go back to the previous episodes to get some background and understanding.

Agile @ Tesla Episode 11: Ways of working

What’s it like to work at the cusp of a radical company that’s breaking all the rules, including Agile as most people know it?  From 3-hour sprints to very short-lived teams, we’re chatting with Joe Justice about Elon Musk’s desire and drive to innovate quickly. The result is tangible organizational agility at Tesla. We’re going to cover everything about agility, from HR (Episodes 1-2), Finance (Episodes 3-4) and Management (Episode 5), Planning &amp; Measurement (Episode 6) to applying agile methods to product development and hardware (Episodes 7-9) and Agile (Episode 10)The conversation builds on each other, so if you didn’t listen from episode 1, you may want to go back to the previous episodes to get some background and understanding.

What’s it like to work at the cusp of a radical company that’s breaking all the rules, including Agile as most people know it?  From 3-hour sprints to very short-lived teams, we’re chatting with Joe Justice about Elon Musk’s desire and drive to innovate quickly. The result is tangible organizational agility at Tesla. We’re going to cover everything about agility, from HR (Episodes 1-2), Finance (Episodes 3-4) and Management (Episode 5), Planning &amp; Measurement (Episode 6) to applying agile methods to product development and hardware (Episodes 7-9) and Agile (Episode 10) The conversation builds on each other, so if you didn’t listen from episode 1, you may want to go back to the previous episodes to get some background and understanding.

Agile @ Tesla Episode 10: "Agile"

Agile @ Tesla Episode 9: Prod Dev

Agile @ Tesla Episode 8: Prod Dev

Agile @ Tesla Episode 7: Prod Dev

Once upon a time, in an agile land, we navigate corporate levels and political waters to transform the business to be adaptable to this forever changing world. We are excited to share with you our agile journey. Enjoy our tales as we weave our stories together, sometimes with others, on our podcasts.

Agile @ Tesla Episode 6: Planning & Measurement

Agile @ Tesla Episode 5: Mgmt

Agile @ Tesla Episode 4: Finance

Agile @ Tesla Episode 3: Finance

What’s it like to work at the cusp of a radical company that’s breaking all the rules, including Agile as most people know it?  From 3-hour sprints to very short-lived teams, we’re chatting with Joe Justice about Elon Musk’s desire and drive to innovate quickly. The result is tangible organizational agility at Tesla. We’re going to cover everything about agility, from HR (Episodes 1-2), Finance (Episodes 3-4), Management (Episode 5), Planning &amp; Measurement (Episode 6) to applying agile methods to product development and hardware (Episodes 7-9), Agile (Episode 10) and Ways of working (Episode 11).

What’s it like to work at the cusp of a radical company that’s breaking all the rules, including Agile as most people know it?  From 3-hour sprints to very short-lived teams, we’re chatting with Joe Justice about Elon Musk’s desire and drive to innovate quickly. The result is tangible organizational agility at Tesla. We’re going to cover everything about agility, from HR (Episodes 1-2), Finance (Episodes 3-4), Management (Episode 5), Planning &amp; Measurement (Episode 6) to applying agile methods to product development and hardware (Episodes 7-9), Agile (Episode 10) and Ways of working (Episode 11).

Agile @ Tesla Episode 2: HR

Agile @ Tesla Episode 1: HR

LEAD

Did your enterprise agile transformation start with the Finance and HR departments? No? You are not alone. Are they on the roadmap to be next? Maybe they should be…Agile is a mindset and a habit, using some frameworks and practices. However, it is hard to be agile when we need to provide all the answers at the end of each year for the entire following year or when we report in a waterfall manner. So, the way we do budgeting, forecasting, performance assessment, rewards &amp; recognition, and cost control can be either enabling or hindering agility. In this podcast, we’ll walk through an example of how we transform the whole organisation by stealth by evolving the Finance and HR departments. By evolving it this way, you achieve the transformation at a fraction of the price of traditional transformation programmes.

Did your enterprise agile transformation start with the Finance and HR departments? No? You are not alone. Are they on the roadmap to be next? Maybe they should be…Agile is a mindset and a habit, using some frameworks and practices. However, it is hard to be agile when we need to provide all the answers at the end of each year for the entire following year or when we report in a waterfall manner. So, the way we do budgeting, forecasting, performance assessment, rewards &amp; recognition, and cost control can be either enabling or hindering agility. In this podcast, we’ll walk through an example of how we transform the whole organisation by stealth by evolving the Finance and HR departments. By evolving it this way, you achieve the transformation at a fraction of the price of traditional transformation programmes.

The Trojan Horse that lead your Transformation to Agility

After looking at middle management's, team's and individual's resistance from both the US' and the UK's perspectives in Episode 4 &amp; 5, comparing and contrasting the manifested behaviours of resistance to Agile - both overt and covert forms, and seeing how the people perceive and react to them, we now dive deeper into understanding the various sources of the resistance.  Through the US and UK viewpoints, are we going to find the problems divergent across the pond, or are they ubiquitous? And would we be able to find the same solutions to the middle management, team and individual resistance problem?

After looking at middle management's, team's and individual's resistance from both the US' and the UK's perspectives in Episode 4 &amp; 5, comparing and contrasting the manifested behaviours of resistance to Agile - both overt and covert forms, and seeing how the people perceive and react to them, we now dive deeper into understanding the various sources of the resistance.   Through the US and UK viewpoints, are we going to find the problems divergent across the pond, or are they ubiquitous? And would we be able to find the same solutions to the middle management, team and individual resistance problem?

A Tale of Two Agile Worlds Episode 6

Continuing from Episode 4,  we look at middle management's, team's and individual's resistance, this time, from the UK's perspective. We’ll compare and contrast the manifested behaviours of resistance to Agile - both overt and covert forms. We'll also see how the people perceive and react to them. 

Continuing from Episode 4,  we look at middle management's, team's and individual's resistance, this time, from the UK's perspective. We’ll compare and contrast the manifested behaviours of resistance to Agile - both overt and covert forms. We'll also see how the people perceive and react to them.

A Tale of Two Agile Worlds Episode 5

The Agile Manifesto came out in 2001. Today, it seems that everyone is on the Agile bandwagon, making it fairly common in many workplaces. Still, whether a company is already established with Agile or just starting on their Agile journey, resistance to Agile, abounds. How is that manifested in such organizations? Where are the sources of the opposition? Do they come from People? Executives? Middle management? Individuals? All of the above? Or do they come from departments such as Engineering? HR? Program Management? Everywhere?In Episodes 1-3, we looked at senior management’s resistance from both the UK’s and the US’ perspectives. This time, we'll look at middle management's, team's and individual's resistance from the US' perspective. We’ll compare and contrast the manifested behaviors of resistance to Agile - both overt and covert forms. We'll also see how the people perceive and react to them.

The Agile Manifesto came out in 2001. Today, it seems that everyone is on the Agile bandwagon, making it fairly common in many workplaces. Still, whether a company is already established with Agile or just starting on their Agile journey, resistance to Agile, abounds. How is that manifested in such organizations? Where are the sources of the opposition? Do they come from People? Executives? Middle management? Individuals? All of the above? Or do they come from departments such as Engineering? HR? Program Management? Everywhere? In Episodes 1-3, we looked at senior management’s resistance from both the UK’s and the US’ perspectives. This time, we'll look at middle management's, team's and individual's resistance from the US' perspective. We’ll compare and contrast the manifested behaviors of resistance to Agile - both overt and covert forms. We'll also see how the people perceive and react to them.

A Tale of Two Agile Worlds Episode 4

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