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Why experiment?

People in organizations are often afraid of running experiments. I have observed ca. 70% of people responsible and accountable for products are reluctant to validate their assumptions by experimenting. There are several reasons for this hesitancy.

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Why sometimes Agile Transformations fail?

Based on my experience working in Agile environments since 2010, I did some research and general observations on the topic. Regardless of the business domains or product area, there are some common rules that may devastate your efforts towards Agility.

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Fight for Transparency

A significantly increasing number of companies strive for Agility. They intend to progress with Agile Transformation.
Based on my research from several dozen organizations, what might prevent them from benefiting from the Scrum (or just an Agile mindset) is lack of Transparency. In these circumstances, any change seems to be impossible to proceed.

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Managing Risk with Scrum

Product development in a complex environment always poses some risks due to their unpredictable, uncertain nature. There are numerous types of uncertainties like business, market, technology, architecture, integration, currency, financial, marketing and hundreds more.
Facing a large number of risks while delivering products seems to be a standard. And it is. It is common and natural. All we need to do is to manage risk.

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Welcome to my new YouTube channel!

Agile In The Spotlight is the brand new channel on YouTube. Topics are mostly related to Agile, Scrum, Scrum Master, Product Owner, Agile Leader, Lean, Kanban, User Experience and Business Agility.

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How to start with Evidence-Based Management? Part 2

From my experience and observations, my concern is weak understanding that the Evidence-Based Management (EBM) framework is empirical. It requires transparency, frequent inspection, and adaptation. Some organizations proceed with the initial evaluation and then drop the idea. Measuring once and making some decisions is not enough! No promises that this would work.

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