business transformation

Digital Transformation - is Change Management the key to success? by Ron Leeman

Before we start as always let me give you a few definitions of "Digital Transformation":

I like the last one but then again I would because I'm biased

So I started my usual journey of discovery and back onto my trusted Google I went using the search string “digital transformation” … guess what … 302,000,000 hits … aaaaaarrrrrggggghhhhhhhhh!

However, one initial thing I found of interest was this:

Project Managers as Connectors by Jardena London

Connections are a common point of failure in organizations.  In response, most companies create roles for people to manage those connections and ensure that things don’t “fall through the cracks.”   The project manager is a popular role that serves this function.

Traditionally, project managers ensure that things don’t fall between the cracks by coordinating and tracking each and every connection.  The project manager makes sure the gears line up and mesh properly. In an increasingly complex world, this has become a herculean task.

New Ways, Old Lenses by Jardena London

A friend once told me that he respects all religions, as long as people “really commit to whatever that religion is by attending some house of worship weekly.”  He could not see that he was validating religion against the Judeo-Christian framework. Many religions don’t have a house of worship, and many don’t have a requirement of weekly attendance.

Agile Delivery: Looking under the hood of your product backlog by Dave Keenan

I spend most of my days with large digital focused organisations. They usually have diverse platforms and scores of people trying to continuously deliver. But, like all huge organisations, implementing change, whether a product, process, business practice etc is a mammoth task. They talk agile, but to many, it is an elusive as a handful of sand. At the same time, agile has long since passed the tipping point. There are too many experts screaming it from the rooftops.

Adopting Business Agility at Moonpig, Part 5: Squad Principles & Roles by Amanda Colpoys

In the previous post I talked about the process of moving from a functional to cross-functional structure. In this post I’ll describe how we used Spotify’s model of squads and tribes as a guide. What we ended up with was quite different from Spotify, but it relied on the same principles. I’ll also outline the values and roles within our squad model.

Adopting Business Agility at Moonpig, Part 3: What and How? by Amanda Colpoys

In order to organise my own ideas, I realised it would be helpful to have a clear vision for what I wanted to achieve, together with measurable outcomes. I began with a mission statement:

“I want to design a tailored system of work that optimises the entire organisation, allowing Moonpig to innovate and move fast at scale, whilst still ensuring it is a place that people love to work.”

Adopting Business Agility at Moonpig, Part 2: Starting with Why by Amanda Colpoys

Introducing change is hard. Very hard. One way to make it slightly easier, is to take the time to communicate clearly why you need to change. At the time we began introducing business agility at Moonpig, most people outside of product engineering had little or no knowledge of lean or agile — and most would have believed them to be “tech things”.