Being a team-building enthusiast and agile blabber-mouth allows me to participate from everything from executive meetings to dev. team ping pong tournaments and believe me when I say, I’ve had more fun in meetings than I have playing ping pong. I’ve been in meetings where everyone feeds off one another and we’re able to build, optimize, or plan something amazing. I’ve been in meetings I’ve looked forwards to and left feeling refreshed to go do more! Why won’t I forget those meetings? Because those teams were high-performing, self-organizing, powerhouses with leaders that gave them direction and guardrails. Some of the most engaging leaders and most amazing teams I’ve ever worked with were waterfall folks through and through. Continue reading
When I hear teams are “doing scrum” or that an organization has “adopted agile” I like to dig deeper and understand the practices that are most impactful in delivering value. Over the years, different teams, leaders, and even coaches have interpreted and implemented dozens of methods to increase agility. This open interpretation aspect of the Agile Manifesto and Scrum Guide are intentional to allow space for each team or organization to adapt their processes and consequently skips over providing traditional structured guardrails.
….Or does it?
Dolphins can have conversations underwater, bats can see with sound, and birds breathe through hollow bones to fly. What if humans could do those things? Would it be worth evolving as a species to talk underwater or fly?
Would it be in our best interest to transform in ways suited for marine or avian life or is it better to simply evolve our existing strengths? If we take Darwin at his word, every species should evolve based on its environment, needs, and challenges, in order to thrive – not the needs, environment, and challenges of other species.