- 10.3 Overview of Features
- 10.4 Benefits of Feature Preparation
- 10.5 Feature Preparation Activities
- 10.6 Timing of Feature Preparation
- 10.7 Assessing Readiness
- 10.8 Accounting for Preparation Work: Tasks and Spikes
- 10.9 Specifying Features and Their Acceptance Criteria
- 12.4 MVP Planning
- 17.3 Why Do We Need a Scaled Agile Approach?
- 17.4 Planning: Choosing an Approach That Supports Inter-team Collaboration
- 17.8 Scaling the Agile Organization
- 18.6 Agile Corporate Culture
- 18.7 Overview of Principles and Practices for an Agile Corporate Culture
- 18.8 Three Principles for Applying Agile Practices
This chapter is from the book
This chapter is from the book
This chapter is from the book
18.7 Overview of Principles and Practices for an Agile Corporate Culture
Many existing agile and agile-adjacent frameworks and practices touch on agile corporate culture, even if they don’t always call it out in those terms. These include lean thinking, Six Sigma, lean startup, the GE Beliefs,19 DevOps, the Agile Manifesto, as well as lessons learned from transitioning companies.20 The following synthesizes this guidance into a set of principles and practices for an agile culture.
The three principles for applying agile practices are as follows:
Tailor the approach to the circumstance.
Protect islands of innovation.
Invest aggressively in enterprise agility.
The thirteen practices for an agile corporate culture are as follows:
Iterative experimentation (fail fast)
Embrace change
Acceleration
Empathy
Responsible procrastination
Distributed authority
Let those who do the work estimate the effort
Collaboration
Commit to outcomes, not outputs
Transparency
Bust silos
Data-informed innovation
Monitor adjacent and low-end markets