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Welcome to our blog where we give you practical advice on facilitating change.

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What is that “agile leadership model” you’re talking about?

Early on our journey, we found that the organizational structure, based on a traditional hierarchy, was holding us back. It prevented empowerment of the teams as the Line Managers became bottle necks for decision. We decided to do something radical, and introduced a new agile leadership model that removed the Line Manager role and replaced it with three leadership roles that would focus on products, people and teams, respectively. This post introduces the new leadership model and the ideas behind it.

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Deployment whoopsies

Release management can be a hassle to orchestrate and automate. Our ambition was relatively simple - we wanted to release faster and faster. But we had continued with our old approach of a top-down and leadership controlled process - and it wouldn't help us achieve what we wanted. So we introduced an experiment.

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Wait, who said that?

Regardless of what you and your organization do and how you are organized, your leadership team needs to communicate to your teams. We struggled with how communication was misunderstood and made teams feel like they were micro managed - and we radically changed our approach.

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The ol’ switch(eroo)

Technical debt can in many ways be a blocker for aspirations to being agile. In our network infrastructure we saw how legacy technology would consume all time and energy for our network team, preventing them from developing the new solutions the business required. In this post, you can read about the experiment we did to help the team remove technical debt.

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