Thank you for the article and the deep research you provided. I have the privilege of observing many of those fluctuations from inside organizations. I reflect that the majority of the agile-led initiatives were improperly hooked. For example, trying to transform the organization by coaches placed under some middle-level management.
When I was talking to coaches about how we should measure our "ROI," being able to assess the value to the organization continuously, I saw surprise in their eyes.
I would add the greed of the training and certification companies. All those small crumbles could create a big event.
Thank you for the article and the deep research you provided. I have the privilege of observing many of those fluctuations from inside organizations. I reflect that the majority of the agile-led initiatives were improperly hooked. For example, trying to transform the organization by coaches placed under some middle-level management.
When I was talking to coaches about how we should measure our "ROI," being able to assess the value to the organization continuously, I saw surprise in their eyes.
I would add the greed of the training and certification companies. All those small crumbles could create a big event.
Thank you for taking the time to write.
I also have some interesting insights on budgetary awareness from change-makers. You may have seen that in the newsletter on deeper change.
It shows that almost all change-makers do not know if there is a budget, what it is, or, in some cases, who would even set it.
Without a budget, or clarity on it, I am not sure how anyone would think about ROI.
Things need to change, and they are changing, to make change make sense. Thank you for your insights.