• Issue 87 - November 14, 2016


    Only The Paranoid Survive

    Your product may already be obsolete. You may not know that, yet.  Product people need to be acutely aware of all the different technological shifts happening in the industry and consistently ask ourselves if and how these things actually affect us? This is not just some dry strategic exercise. If you don’t do it your business could die an awful lot quicker than you expect. Here’s what to watch out for.


    How to Get to Continuous Delivery?

    Continuous delivery is all the rage now a days. Some teams still think – how could our system ever do that? Doesn’t seem likely, they say. While there are often several technical hurdles to overcome, practicing Continuous Delivery can also require significant cultural changes. Here are a few.


    What Do Middle Managers Do?

    Often you come across situations where both senior and middle managers see the value in moving towards a team-based organisation and iterative incremental delivery. However, It’s a little more common for middle managers to hold onto the existing pattern. Why is that? Or Why not? Read on.


    Applying Sociocracy

    We are always on a look out for new and improved ways to grow more human centric, high performing workplaces. Sociocracy and Holacracy promise this. Sociocracy 3.0 is a free and open, principles based framework of patterns for people wishing to collaborate more effectively and benefit from agile principles at scale, regardless of their chosen approach to product development and service delivery. Have a look.


    What Does Your Product Do?

    When you ask developers and engineering managers what their software product does, often they struggle. They regale details equivalent to explaining the production of electricity, starting from mining coal until the switch closes a circuit. It’s all about the technical how. But how about the customer perspective? Are you missing this all important perspective? Read on.


    Why Perfect Code is an Illusion?

    There’s no globally accepted vision of what perfect code is. Everyone has a slightly different aesthetic for code, meaning we each have our own idea of what perfect code looks like. But who defines perfection? Is it even achievable? Wouldn’t it be better to find an effective technique in avoiding team conflict is to stop aiming for perfect code? Read on.


    How to Make Better Decisions With Less Data?

    Your team is  stuck in analysis paralysis. The surveys, reports, and stats began to pile up. But they don’t seem to help. And despite the many meetings, task forces, brainstorming sessions, and workshops created to solve any given issue, the team tisn’t getting to a new decision. What to do? Read on.