How many times have you heard this in your organization?
“We need more people!”
“We need to scale!”,
‘We’re scaling!”,
“It’s time to scale”,
“How do we scale?”
If you are on a management team, you might hear these statements in clandestine executive strategic meetings, or at your company Town Hall where senior executives sprout tales of expansion / growing bigger.. Sometimes it feels like a celebration, (“Yes! We are scaling”). Other times it feels like an ominous thread, (“Oh no! We better scale…”)
Very few times do we really understand how we’ll do it, or even, why we should ‘scale’. In this article, I will share how to scale your organization using agile methodology, to meet business objectives, stay competitive and   deliver with quality. I will also share why slapping a bunch of people on a problem, thinking that more people provides more results, could make things worse. Scaling teams require a strong base. You cannot scale on a weak foundation and it starts at the core of the wannabe ‘high-performing’ agile team.

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Why do we need acceptance criteria?

Having acceptance criteria is critical for the success of the story to complete, and quite frankly, for the success of a high performing scrum team. The team must be responsible for their own definition of Done of a sprint.

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Highly recommend this book that I've been spotlighted in for all good agilists @ Scale. On Amazon https://amzn.to/3lUcEyJ
#agiletransformation #agiledisruption

As seen in CIO Review
​Agility in tech organizations is often tossed around as if it’s a buzz word, but very few are actually agile. “Oh, we are agile”, “We’re an agile shop”, “Yes, we run sprints”. But when you take a look under the hood, there are several KPIs to determine if truly an agile operation. Let’s measure your team’s agility with some of these digestible, real-life examples following the 12 principles of agile.  

Recent interview on Gilli's agile transformation ideology and experience

"I'm always curious about how we can collaborate and communicate better. In this often dispersed technology industry, we don't always have our development teams in the "same room" able to incubate and execute together. Often we have teams in different countries working together. We're always up against bottlenecks because of this, and lots of waste is created due to separation."