How to empower people in an organisation without creating a wild-west? You’ve probably heard that Zappos (the famed online show retailer which was acquired by Amazon) pay $3000 to anyone who wants to quit the company during their first 4 weeks. They have sustained this model for years. How to create a very flat organisational structure which is not free-for-all? Can we get rid of (too many) layers of management?Is it possible to get rid of hierarchy and achieve growth in a cut throat commercial environment?
You want to achieve some goals. How do you go about acheiving your gaols and getting better? The answer maybe radically simple. Alistair Cockburn looks into Solution Focus, and Hans Peter Korn looks into the differences between Kaizan and Solution Focus.
Given-When-Then way of writing user stories is a powerful technique. But it is a very slipper slope, also, you can get into trouble quickly, teams may end up too long and complicated tests. How to best utilise the power of given-when-then? Goijko has the answer.
Is all feedback created equal? Feedback matters, whether the customer is external or intenal. What are 7 different types of feedback you should focus on? How do you analyse open ended feedback? How to gather and classify feedback that gives you meaningful insight? Read on.
How to enable the best DevOps support service ? Should you use online forums? Is synchronus support crucial or only asynchronous support would do? What’s the role of dev team member in this?
When people get started with Agile and Scrum, and start creating their sprint backlog, one of the most commonly asked questios is, what’s a story, or an item and what’s task? Are they interchangeable? Which one is bigger? Are they interchangeable? Which one is bigger? Which comes first? Mike Cohn explains
What do teams need to do? How managers fit into this scheme of things? Multitasking is evil, we know that. Who must play the pivotal role in eliminating (or reducing) multitasking? How does organisational culture affect all of this?