Whether you are just emerging from traditional project methods, in the throes of an ongoing Scaled Agile Transformation, or just getting settled into your Scaled Agile Framework for Enterprise Transformation, businesses, operations, and technology leaders need to be laser-focused on understanding how to measure predictability in terms of the flow of value through the system.
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Meet Craig Harvey
Craig started at Elabor8 as a Senior Consultant and moved into the new Head of Automation role in 2022. We’ve enjoyed watching Craig’s career progress over the years and it’s great to get some insight into what it’s like to work at Elabor8.
Be SAFe and Flow Metrics
Whether you are just emerging from traditional project methods, in the throes of an ongoing Scaled Agile Transformation, or just getting settled into your Scaled Agile Framework for Enterprise Transformation, businesses, operations, and technology leaders need to be laser-focused on understanding how to measure predictability in terms of the flow of value through the system.
Innovation and the Outside Context Problem
Ian Banks defined an Outside Context Problem as “a problem that hits you not only because no one saw it coming, but because it was so far outside your context that no one could have possibly predicted it.” In business, we see this all the time, we call it a “disruption”. Disruptions are the primary business model for aggressive tech-focused startups. They hit organisations hard because they just can’t see it coming. Not that they don’t see it coming, but they can’t.
Measuring Success
The inability to effectively fund long lived business technology teams is often the single biggest impediment to making a change within a business. In this blog, David Martin explains how you can move away from a project-based funding model and move into a value stream based funding model – a major rethinking of how funding works with huge benefits.
Value Stream Based Funding Model
The inability to effectively fund long lived business technology teams is often the single biggest impediment to making a change within a business. In this blog, David Martin explains how you can move away from a project-based funding model and move into a value stream based funding model – a major rethinking of how funding works with huge benefits.
Lean-Agile Leadership Call to Action
Having the whole organisation trained in lean/agile ways of working is important because it provides a tangible roadmap for leading organisational change. It bridges the gaps between functional silos with a common organisational language, basic shared skills and common knowledge of the concepts and an understanding of the ‘why’.
OKRs: How to make them actually work
Poorly used, OKRs end up miring staff in confusion, or just being a re-branded list of KPIs that achieve nothing. So how can you approach OKRs in a way that emphasises the good and avoid the bad? Here’s our Consultant’s, Nick Payne, opinionated take on the subject.
How to best structure your Business Technology teams
In part one, we looked at why the old pattern of business and IT as separate entities is no longer appropriate for organisations today. In this article, we are going to look in more detail at how these new business technology functions should be organised.
Is It Time To Ditch Your IT Department
While the idea of an IT department feels quite modern, the actual idea is pretty old. In the 60s and 70s, these systems were big and complex. Fast-forward 30 years and things are different.
We still talk about “business” and “IT” but that’s no longer really the case. Everything you do in your business relies on IT to happen. IT no longer supports your business. IT is your business.
Lean-Agile Leadership at all levels is about empowering those doing the work
Leadership had to take the wheel immediately. Working with SAFe Program Consultants (SPCs), a pragmatic curriculum of agile classes were implemented. Over the course of a fiscal quarter, everyone could have productive conversations, plan together and prioritise accordingly to the needs of the enterprise goals and market opportunities. One Product Owner even used her budget to fly dev team members into the PI Planning from across the continent!
Meet Sarah Rose
Sarah has been part of Elabor8 for more than 4 years. An avid reader and force for change, we thought it high time that Sarah let us in on what it’s like to work at Elabor8.
