\n

John : It helped me to restart my PC last night.<\/p>\n\n\n\n

What\u2019s the most optimal way to proceed?<\/strong><\/p>\n","post_title":"CHOW #171 \u2013 No data from the system again!","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-171-no-data-from-the-system-again-2","to_ping":"","pinged":"","post_modified":"2024-01-24 12:30:56","post_modified_gmt":"2024-01-24 12:30:56","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=991291","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

\n

Ron : It was fine when I tried it yesterday.<\/p>\n\n\n\n

John : It helped me to restart my PC last night.<\/p>\n\n\n\n

What\u2019s the most optimal way to proceed?<\/strong><\/p>\n","post_title":"CHOW #171 \u2013 No data from the system again!","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-171-no-data-from-the-system-again-2","to_ping":"","pinged":"","post_modified":"2024-01-24 12:30:56","post_modified_gmt":"2024-01-24 12:30:56","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=991291","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"}; \n

Frank[thinks]: I\u2019m glad, I didn\u2019t choose the task today.<\/p>\n\n\n\n

Ron : It was fine when I tried it yesterday.<\/p>\n\n\n\n

John : It helped me to restart my PC last night.<\/p>\n\n\n\n

What\u2019s the most optimal way to proceed?<\/strong><\/p>\n","post_title":"CHOW #171 \u2013 No data from the system again!","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-171-no-data-from-the-system-again-2","to_ping":"","pinged":"","post_modified":"2024-01-24 12:30:56","post_modified_gmt":"2024-01-24 12:30:56","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=991291","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"}; \n

Fred : Well, that\u2019s bad.<\/p>\n\n\n\n

Frank[thinks]: I\u2019m glad, I didn\u2019t choose the task today.<\/p>\n\n\n\n

Ron : It was fine when I tried it yesterday.<\/p>\n\n\n\n

John : It helped me to restart my PC last night.<\/p>\n\n\n\n

What\u2019s the most optimal way to proceed?<\/strong><\/p>\n","post_title":"CHOW #171 \u2013 No data from the system again!","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-171-no-data-from-the-system-again-2","to_ping":"","pinged":"","post_modified":"2024-01-24 12:30:56","post_modified_gmt":"2024-01-24 12:30:56","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=991291","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"}; \n

The reactions from the team members are the following:<\/p>\n\n\n\n

Fred : Well, that\u2019s bad.<\/p>\n\n\n\n

Frank[thinks]: I\u2019m glad, I didn\u2019t choose the task today.<\/p>\n\n\n\n

Ron : It was fine when I tried it yesterday.<\/p>\n\n\n\n

John : It helped me to restart my PC last night.<\/p>\n\n\n\n

What\u2019s the most optimal way to proceed?<\/strong><\/p>\n","post_title":"CHOW #171 \u2013 No data from the system again!","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-171-no-data-from-the-system-again-2","to_ping":"","pinged":"","post_modified":"2024-01-24 12:30:56","post_modified_gmt":"2024-01-24 12:30:56","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=991291","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"}; \n

Ryan is frustrated. It happens again and again, same old problem. He approaches the team and says \u201c I didn\u2019t get any data from the system again !\u201d. Have you got any ideas to fix it?<\/p>\n\n\n\n

The reactions from the team members are the following:<\/p>\n\n\n\n

Fred : Well, that\u2019s bad.<\/p>\n\n\n\n

Frank[thinks]: I\u2019m glad, I didn\u2019t choose the task today.<\/p>\n\n\n\n

Ron : It was fine when I tried it yesterday.<\/p>\n\n\n\n

John : It helped me to restart my PC last night.<\/p>\n\n\n\n

What\u2019s the most optimal way to proceed?<\/strong><\/p>\n","post_title":"CHOW #171 \u2013 No data from the system again!","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-171-no-data-from-the-system-again-2","to_ping":"","pinged":"","post_modified":"2024-01-24 12:30:56","post_modified_gmt":"2024-01-24 12:30:56","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=991291","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"}; \n

\u2018Being agile\u2019 delivers results and sustainable advantage. It does good for individuals, organizations, and customers. It requires re-wiring of the brain to create new neural pathways! It is possible.<\/p>\n","post_title":"Re-wiring for Agility","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"re-wiring-for-agility","to_ping":"","pinged":"","post_modified":"2024-11-27 10:45:57","post_modified_gmt":"2024-11-27 05:15:57","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=997750","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":991291,"post_author":"8","post_date":"2019-11-05 12:20:00","post_date_gmt":"2019-11-05 12:20:00","post_content":"\n

Ryan is frustrated. It happens again and again, same old problem. He approaches the team and says \u201c I didn\u2019t get any data from the system again !\u201d. Have you got any ideas to fix it?<\/p>\n\n\n\n

The reactions from the team members are the following:<\/p>\n\n\n\n

Fred : Well, that\u2019s bad.<\/p>\n\n\n\n

Frank[thinks]: I\u2019m glad, I didn\u2019t choose the task today.<\/p>\n\n\n\n

Ron : It was fine when I tried it yesterday.<\/p>\n\n\n\n

John : It helped me to restart my PC last night.<\/p>\n\n\n\n

What\u2019s the most optimal way to proceed?<\/strong><\/p>\n","post_title":"CHOW #171 \u2013 No data from the system again!","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-171-no-data-from-the-system-again-2","to_ping":"","pinged":"","post_modified":"2024-01-24 12:30:56","post_modified_gmt":"2024-01-24 12:30:56","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=991291","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"}; \n

When working with self<\/strong>, agile minds are wired to look into their inner mirror, have the will to act and feel safe to experiment and learn! \u2018Being agile\u2019 delivers results and sustainable advantage. It does good for individuals, organizations, and customers. It requires re-wiring of the brain to create new neural pathways! It is possible.<\/p>\n\n\n\n

\u2018Being agile\u2019 delivers results and sustainable advantage. It does good for individuals, organizations, and customers. It requires re-wiring of the brain to create new neural pathways! It is possible.<\/p>\n","post_title":"Re-wiring for Agility","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"re-wiring-for-agility","to_ping":"","pinged":"","post_modified":"2024-11-27 10:45:57","post_modified_gmt":"2024-11-27 05:15:57","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=997750","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":991291,"post_author":"8","post_date":"2019-11-05 12:20:00","post_date_gmt":"2019-11-05 12:20:00","post_content":"\n

Ryan is frustrated. It happens again and again, same old problem. He approaches the team and says \u201c I didn\u2019t get any data from the system again !\u201d. Have you got any ideas to fix it?<\/p>\n\n\n\n

The reactions from the team members are the following:<\/p>\n\n\n\n

Fred : Well, that\u2019s bad.<\/p>\n\n\n\n

Frank[thinks]: I\u2019m glad, I didn\u2019t choose the task today.<\/p>\n\n\n\n

Ron : It was fine when I tried it yesterday.<\/p>\n\n\n\n

John : It helped me to restart my PC last night.<\/p>\n\n\n\n

What\u2019s the most optimal way to proceed?<\/strong><\/p>\n","post_title":"CHOW #171 \u2013 No data from the system again!","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-171-no-data-from-the-system-again-2","to_ping":"","pinged":"","post_modified":"2024-01-24 12:30:56","post_modified_gmt":"2024-01-24 12:30:56","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=991291","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"}; \n

When working with other teams<\/strong>, agile minds are wired to think win-win, foster collaboration, and focus on shared goals!<\/p>\n\n\n\n

When working with self<\/strong>, agile minds are wired to look into their inner mirror, have the will to act and feel safe to experiment and learn! \u2018Being agile\u2019 delivers results and sustainable advantage. It does good for individuals, organizations, and customers. It requires re-wiring of the brain to create new neural pathways! It is possible.<\/p>\n\n\n\n

\u2018Being agile\u2019 delivers results and sustainable advantage. It does good for individuals, organizations, and customers. It requires re-wiring of the brain to create new neural pathways! It is possible.<\/p>\n","post_title":"Re-wiring for Agility","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"re-wiring-for-agility","to_ping":"","pinged":"","post_modified":"2024-11-27 10:45:57","post_modified_gmt":"2024-11-27 05:15:57","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=997750","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":991291,"post_author":"8","post_date":"2019-11-05 12:20:00","post_date_gmt":"2019-11-05 12:20:00","post_content":"\n

Ryan is frustrated. It happens again and again, same old problem. He approaches the team and says \u201c I didn\u2019t get any data from the system again !\u201d. Have you got any ideas to fix it?<\/p>\n\n\n\n

The reactions from the team members are the following:<\/p>\n\n\n\n

Fred : Well, that\u2019s bad.<\/p>\n\n\n\n

Frank[thinks]: I\u2019m glad, I didn\u2019t choose the task today.<\/p>\n\n\n\n

Ron : It was fine when I tried it yesterday.<\/p>\n\n\n\n

John : It helped me to restart my PC last night.<\/p>\n\n\n\n

What\u2019s the most optimal way to proceed?<\/strong><\/p>\n","post_title":"CHOW #171 \u2013 No data from the system again!","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-171-no-data-from-the-system-again-2","to_ping":"","pinged":"","post_modified":"2024-01-24 12:30:56","post_modified_gmt":"2024-01-24 12:30:56","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=991291","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"}; \n

When working on solutions<\/strong>, agile minds are wired to continuously deliver the highest value to customers!<\/p>\n\n\n\n

When working with other teams<\/strong>, agile minds are wired to think win-win, foster collaboration, and focus on shared goals!<\/p>\n\n\n\n

When working with self<\/strong>, agile minds are wired to look into their inner mirror, have the will to act and feel safe to experiment and learn! \u2018Being agile\u2019 delivers results and sustainable advantage. It does good for individuals, organizations, and customers. It requires re-wiring of the brain to create new neural pathways! It is possible.<\/p>\n\n\n\n

\u2018Being agile\u2019 delivers results and sustainable advantage. It does good for individuals, organizations, and customers. It requires re-wiring of the brain to create new neural pathways! It is possible.<\/p>\n","post_title":"Re-wiring for Agility","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"re-wiring-for-agility","to_ping":"","pinged":"","post_modified":"2024-11-27 10:45:57","post_modified_gmt":"2024-11-27 05:15:57","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=997750","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":991291,"post_author":"8","post_date":"2019-11-05 12:20:00","post_date_gmt":"2019-11-05 12:20:00","post_content":"\n

Ryan is frustrated. It happens again and again, same old problem. He approaches the team and says \u201c I didn\u2019t get any data from the system again !\u201d. Have you got any ideas to fix it?<\/p>\n\n\n\n

The reactions from the team members are the following:<\/p>\n\n\n\n

Fred : Well, that\u2019s bad.<\/p>\n\n\n\n

Frank[thinks]: I\u2019m glad, I didn\u2019t choose the task today.<\/p>\n\n\n\n

Ron : It was fine when I tried it yesterday.<\/p>\n\n\n\n

John : It helped me to restart my PC last night.<\/p>\n\n\n\n

What\u2019s the most optimal way to proceed?<\/strong><\/p>\n","post_title":"CHOW #171 \u2013 No data from the system again!","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-171-no-data-from-the-system-again-2","to_ping":"","pinged":"","post_modified":"2024-01-24 12:30:56","post_modified_gmt":"2024-01-24 12:30:56","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=991291","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"}; \n

\"\"<\/figure>\n\n\n\n

When working on solutions<\/strong>, agile minds are wired to continuously deliver the highest value to customers!<\/p>\n\n\n\n

When working with other teams<\/strong>, agile minds are wired to think win-win, foster collaboration, and focus on shared goals!<\/p>\n\n\n\n

When working with self<\/strong>, agile minds are wired to look into their inner mirror, have the will to act and feel safe to experiment and learn! \u2018Being agile\u2019 delivers results and sustainable advantage. It does good for individuals, organizations, and customers. It requires re-wiring of the brain to create new neural pathways! It is possible.<\/p>\n\n\n\n

\u2018Being agile\u2019 delivers results and sustainable advantage. It does good for individuals, organizations, and customers. It requires re-wiring of the brain to create new neural pathways! It is possible.<\/p>\n","post_title":"Re-wiring for Agility","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"re-wiring-for-agility","to_ping":"","pinged":"","post_modified":"2024-11-27 10:45:57","post_modified_gmt":"2024-11-27 05:15:57","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=997750","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":991291,"post_author":"8","post_date":"2019-11-05 12:20:00","post_date_gmt":"2019-11-05 12:20:00","post_content":"\n

Ryan is frustrated. It happens again and again, same old problem. He approaches the team and says \u201c I didn\u2019t get any data from the system again !\u201d. Have you got any ideas to fix it?<\/p>\n\n\n\n

The reactions from the team members are the following:<\/p>\n\n\n\n

Fred : Well, that\u2019s bad.<\/p>\n\n\n\n

Frank[thinks]: I\u2019m glad, I didn\u2019t choose the task today.<\/p>\n\n\n\n

Ron : It was fine when I tried it yesterday.<\/p>\n\n\n\n

John : It helped me to restart my PC last night.<\/p>\n\n\n\n

What\u2019s the most optimal way to proceed?<\/strong><\/p>\n","post_title":"CHOW #171 \u2013 No data from the system again!","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-171-no-data-from-the-system-again-2","to_ping":"","pinged":"","post_modified":"2024-01-24 12:30:56","post_modified_gmt":"2024-01-24 12:30:56","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=991291","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"}; \n

There are three nested dimensions or contexts where agility shows up from the way we think, feel, and behave. How we create solutions? How we work with other teams in creating the solutions? How we change personally?<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

When working on solutions<\/strong>, agile minds are wired to continuously deliver the highest value to customers!<\/p>\n\n\n\n

When working with other teams<\/strong>, agile minds are wired to think win-win, foster collaboration, and focus on shared goals!<\/p>\n\n\n\n

When working with self<\/strong>, agile minds are wired to look into their inner mirror, have the will to act and feel safe to experiment and learn! \u2018Being agile\u2019 delivers results and sustainable advantage. It does good for individuals, organizations, and customers. It requires re-wiring of the brain to create new neural pathways! It is possible.<\/p>\n\n\n\n

\u2018Being agile\u2019 delivers results and sustainable advantage. It does good for individuals, organizations, and customers. It requires re-wiring of the brain to create new neural pathways! It is possible.<\/p>\n","post_title":"Re-wiring for Agility","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"re-wiring-for-agility","to_ping":"","pinged":"","post_modified":"2024-11-27 10:45:57","post_modified_gmt":"2024-11-27 05:15:57","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=997750","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":991291,"post_author":"8","post_date":"2019-11-05 12:20:00","post_date_gmt":"2019-11-05 12:20:00","post_content":"\n

Ryan is frustrated. It happens again and again, same old problem. He approaches the team and says \u201c I didn\u2019t get any data from the system again !\u201d. Have you got any ideas to fix it?<\/p>\n\n\n\n

The reactions from the team members are the following:<\/p>\n\n\n\n

Fred : Well, that\u2019s bad.<\/p>\n\n\n\n

Frank[thinks]: I\u2019m glad, I didn\u2019t choose the task today.<\/p>\n\n\n\n

Ron : It was fine when I tried it yesterday.<\/p>\n\n\n\n

John : It helped me to restart my PC last night.<\/p>\n\n\n\n

What\u2019s the most optimal way to proceed?<\/strong><\/p>\n","post_title":"CHOW #171 \u2013 No data from the system again!","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-171-no-data-from-the-system-again-2","to_ping":"","pinged":"","post_modified":"2024-01-24 12:30:56","post_modified_gmt":"2024-01-24 12:30:56","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=991291","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"}; \n

Summary<\/strong><\/p>\n\n\n\n

There are three nested dimensions or contexts where agility shows up from the way we think, feel, and behave. How we create solutions? How we work with other teams in creating the solutions? How we change personally?<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

When working on solutions<\/strong>, agile minds are wired to continuously deliver the highest value to customers!<\/p>\n\n\n\n

When working with other teams<\/strong>, agile minds are wired to think win-win, foster collaboration, and focus on shared goals!<\/p>\n\n\n\n

When working with self<\/strong>, agile minds are wired to look into their inner mirror, have the will to act and feel safe to experiment and learn! \u2018Being agile\u2019 delivers results and sustainable advantage. It does good for individuals, organizations, and customers. It requires re-wiring of the brain to create new neural pathways! It is possible.<\/p>\n\n\n\n

\u2018Being agile\u2019 delivers results and sustainable advantage. It does good for individuals, organizations, and customers. It requires re-wiring of the brain to create new neural pathways! It is possible.<\/p>\n","post_title":"Re-wiring for Agility","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"re-wiring-for-agility","to_ping":"","pinged":"","post_modified":"2024-11-27 10:45:57","post_modified_gmt":"2024-11-27 05:15:57","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=997750","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":991291,"post_author":"8","post_date":"2019-11-05 12:20:00","post_date_gmt":"2019-11-05 12:20:00","post_content":"\n

Ryan is frustrated. It happens again and again, same old problem. He approaches the team and says \u201c I didn\u2019t get any data from the system again !\u201d. Have you got any ideas to fix it?<\/p>\n\n\n\n

The reactions from the team members are the following:<\/p>\n\n\n\n

Fred : Well, that\u2019s bad.<\/p>\n\n\n\n

Frank[thinks]: I\u2019m glad, I didn\u2019t choose the task today.<\/p>\n\n\n\n

Ron : It was fine when I tried it yesterday.<\/p>\n\n\n\n

John : It helped me to restart my PC last night.<\/p>\n\n\n\n

What\u2019s the most optimal way to proceed?<\/strong><\/p>\n","post_title":"CHOW #171 \u2013 No data from the system again!","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-171-no-data-from-the-system-again-2","to_ping":"","pinged":"","post_modified":"2024-01-24 12:30:56","post_modified_gmt":"2024-01-24 12:30:56","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=991291","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"}; \n

When working with self, agile minds are wired to look into their inner mirror, have the will to act and feel safe to experiment and learn!<\/p>\n\n\n\n

Summary<\/strong><\/p>\n\n\n\n

There are three nested dimensions or contexts where agility shows up from the way we think, feel, and behave. How we create solutions? How we work with other teams in creating the solutions? How we change personally?<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

When working on solutions<\/strong>, agile minds are wired to continuously deliver the highest value to customers!<\/p>\n\n\n\n

When working with other teams<\/strong>, agile minds are wired to think win-win, foster collaboration, and focus on shared goals!<\/p>\n\n\n\n

When working with self<\/strong>, agile minds are wired to look into their inner mirror, have the will to act and feel safe to experiment and learn! \u2018Being agile\u2019 delivers results and sustainable advantage. It does good for individuals, organizations, and customers. It requires re-wiring of the brain to create new neural pathways! It is possible.<\/p>\n\n\n\n

\u2018Being agile\u2019 delivers results and sustainable advantage. It does good for individuals, organizations, and customers. It requires re-wiring of the brain to create new neural pathways! It is possible.<\/p>\n","post_title":"Re-wiring for Agility","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"re-wiring-for-agility","to_ping":"","pinged":"","post_modified":"2024-11-27 10:45:57","post_modified_gmt":"2024-11-27 05:15:57","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=997750","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":991291,"post_author":"8","post_date":"2019-11-05 12:20:00","post_date_gmt":"2019-11-05 12:20:00","post_content":"\n

Ryan is frustrated. It happens again and again, same old problem. He approaches the team and says \u201c I didn\u2019t get any data from the system again !\u201d. Have you got any ideas to fix it?<\/p>\n\n\n\n

The reactions from the team members are the following:<\/p>\n\n\n\n

Fred : Well, that\u2019s bad.<\/p>\n\n\n\n

Frank[thinks]: I\u2019m glad, I didn\u2019t choose the task today.<\/p>\n\n\n\n

Ron : It was fine when I tried it yesterday.<\/p>\n\n\n\n

John : It helped me to restart my PC last night.<\/p>\n\n\n\n

What\u2019s the most optimal way to proceed?<\/strong><\/p>\n","post_title":"CHOW #171 \u2013 No data from the system again!","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-171-no-data-from-the-system-again-2","to_ping":"","pinged":"","post_modified":"2024-01-24 12:30:56","post_modified_gmt":"2024-01-24 12:30:56","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=991291","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"}; \n

Step one is awareness. If you are not aware, you are blissfully ignorant. One trap is your past success \u2013 there are set mental pathways that worked well for you in the past but gets in the way now. Once you are aware, the will to act is often dictated by your \u2018why\u2019. If I stop looking at my mobile before going to sleep, motivation will come from my desire for better quality sleep and an alert mind the next day! We are emotional creatures; Overcoming mental resistance \/ inertia -> requires emotional propulsion \u2013 overcoming fear, insecurity and how you feel about failure. Agile leaders can play a decisive role in cultivating the right kind of environment where it is ok to fail.<\/p>\n\n\n\n

When working with self, agile minds are wired to look into their inner mirror, have the will to act and feel safe to experiment and learn!<\/p>\n\n\n\n

Summary<\/strong><\/p>\n\n\n\n

There are three nested dimensions or contexts where agility shows up from the way we think, feel, and behave. How we create solutions? How we work with other teams in creating the solutions? How we change personally?<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

When working on solutions<\/strong>, agile minds are wired to continuously deliver the highest value to customers!<\/p>\n\n\n\n

When working with other teams<\/strong>, agile minds are wired to think win-win, foster collaboration, and focus on shared goals!<\/p>\n\n\n\n

When working with self<\/strong>, agile minds are wired to look into their inner mirror, have the will to act and feel safe to experiment and learn! \u2018Being agile\u2019 delivers results and sustainable advantage. It does good for individuals, organizations, and customers. It requires re-wiring of the brain to create new neural pathways! It is possible.<\/p>\n\n\n\n

\u2018Being agile\u2019 delivers results and sustainable advantage. It does good for individuals, organizations, and customers. It requires re-wiring of the brain to create new neural pathways! It is possible.<\/p>\n","post_title":"Re-wiring for Agility","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"re-wiring-for-agility","to_ping":"","pinged":"","post_modified":"2024-11-27 10:45:57","post_modified_gmt":"2024-11-27 05:15:57","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=997750","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":991291,"post_author":"8","post_date":"2019-11-05 12:20:00","post_date_gmt":"2019-11-05 12:20:00","post_content":"\n

Ryan is frustrated. It happens again and again, same old problem. He approaches the team and says \u201c I didn\u2019t get any data from the system again !\u201d. Have you got any ideas to fix it?<\/p>\n\n\n\n

The reactions from the team members are the following:<\/p>\n\n\n\n

Fred : Well, that\u2019s bad.<\/p>\n\n\n\n

Frank[thinks]: I\u2019m glad, I didn\u2019t choose the task today.<\/p>\n\n\n\n

Ron : It was fine when I tried it yesterday.<\/p>\n\n\n\n

John : It helped me to restart my PC last night.<\/p>\n\n\n\n

What\u2019s the most optimal way to proceed?<\/strong><\/p>\n","post_title":"CHOW #171 \u2013 No data from the system again!","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-171-no-data-from-the-system-again-2","to_ping":"","pinged":"","post_modified":"2024-01-24 12:30:56","post_modified_gmt":"2024-01-24 12:30:56","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=991291","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"}; \n

Wiring: Changing Self<\/strong><\/p>\n\n\n\n

Step one is awareness. If you are not aware, you are blissfully ignorant. One trap is your past success \u2013 there are set mental pathways that worked well for you in the past but gets in the way now. Once you are aware, the will to act is often dictated by your \u2018why\u2019. If I stop looking at my mobile before going to sleep, motivation will come from my desire for better quality sleep and an alert mind the next day! We are emotional creatures; Overcoming mental resistance \/ inertia -> requires emotional propulsion \u2013 overcoming fear, insecurity and how you feel about failure. Agile leaders can play a decisive role in cultivating the right kind of environment where it is ok to fail.<\/p>\n\n\n\n

When working with self, agile minds are wired to look into their inner mirror, have the will to act and feel safe to experiment and learn!<\/p>\n\n\n\n

Summary<\/strong><\/p>\n\n\n\n

There are three nested dimensions or contexts where agility shows up from the way we think, feel, and behave. How we create solutions? How we work with other teams in creating the solutions? How we change personally?<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

When working on solutions<\/strong>, agile minds are wired to continuously deliver the highest value to customers!<\/p>\n\n\n\n

When working with other teams<\/strong>, agile minds are wired to think win-win, foster collaboration, and focus on shared goals!<\/p>\n\n\n\n

When working with self<\/strong>, agile minds are wired to look into their inner mirror, have the will to act and feel safe to experiment and learn! \u2018Being agile\u2019 delivers results and sustainable advantage. It does good for individuals, organizations, and customers. It requires re-wiring of the brain to create new neural pathways! It is possible.<\/p>\n\n\n\n

\u2018Being agile\u2019 delivers results and sustainable advantage. It does good for individuals, organizations, and customers. It requires re-wiring of the brain to create new neural pathways! It is possible.<\/p>\n","post_title":"Re-wiring for Agility","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"re-wiring-for-agility","to_ping":"","pinged":"","post_modified":"2024-11-27 10:45:57","post_modified_gmt":"2024-11-27 05:15:57","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=997750","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":991291,"post_author":"8","post_date":"2019-11-05 12:20:00","post_date_gmt":"2019-11-05 12:20:00","post_content":"\n

Ryan is frustrated. It happens again and again, same old problem. He approaches the team and says \u201c I didn\u2019t get any data from the system again !\u201d. Have you got any ideas to fix it?<\/p>\n\n\n\n

The reactions from the team members are the following:<\/p>\n\n\n\n

Fred : Well, that\u2019s bad.<\/p>\n\n\n\n

Frank[thinks]: I\u2019m glad, I didn\u2019t choose the task today.<\/p>\n\n\n\n

Ron : It was fine when I tried it yesterday.<\/p>\n\n\n\n

John : It helped me to restart my PC last night.<\/p>\n\n\n\n

What\u2019s the most optimal way to proceed?<\/strong><\/p>\n","post_title":"CHOW #171 \u2013 No data from the system again!","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-171-no-data-from-the-system-again-2","to_ping":"","pinged":"","post_modified":"2024-01-24 12:30:56","post_modified_gmt":"2024-01-24 12:30:56","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=991291","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"}; \n

\"\"<\/figure>\n\n\n\n

Wiring: Changing Self<\/strong><\/p>\n\n\n\n

Step one is awareness. If you are not aware, you are blissfully ignorant. One trap is your past success \u2013 there are set mental pathways that worked well for you in the past but gets in the way now. Once you are aware, the will to act is often dictated by your \u2018why\u2019. If I stop looking at my mobile before going to sleep, motivation will come from my desire for better quality sleep and an alert mind the next day! We are emotional creatures; Overcoming mental resistance \/ inertia -> requires emotional propulsion \u2013 overcoming fear, insecurity and how you feel about failure. Agile leaders can play a decisive role in cultivating the right kind of environment where it is ok to fail.<\/p>\n\n\n\n

When working with self, agile minds are wired to look into their inner mirror, have the will to act and feel safe to experiment and learn!<\/p>\n\n\n\n

Summary<\/strong><\/p>\n\n\n\n

There are three nested dimensions or contexts where agility shows up from the way we think, feel, and behave. How we create solutions? How we work with other teams in creating the solutions? How we change personally?<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

When working on solutions<\/strong>, agile minds are wired to continuously deliver the highest value to customers!<\/p>\n\n\n\n

When working with other teams<\/strong>, agile minds are wired to think win-win, foster collaboration, and focus on shared goals!<\/p>\n\n\n\n

When working with self<\/strong>, agile minds are wired to look into their inner mirror, have the will to act and feel safe to experiment and learn! \u2018Being agile\u2019 delivers results and sustainable advantage. It does good for individuals, organizations, and customers. It requires re-wiring of the brain to create new neural pathways! It is possible.<\/p>\n\n\n\n

\u2018Being agile\u2019 delivers results and sustainable advantage. It does good for individuals, organizations, and customers. It requires re-wiring of the brain to create new neural pathways! It is possible.<\/p>\n","post_title":"Re-wiring for Agility","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"re-wiring-for-agility","to_ping":"","pinged":"","post_modified":"2024-11-27 10:45:57","post_modified_gmt":"2024-11-27 05:15:57","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=997750","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":991291,"post_author":"8","post_date":"2019-11-05 12:20:00","post_date_gmt":"2019-11-05 12:20:00","post_content":"\n

Ryan is frustrated. It happens again and again, same old problem. He approaches the team and says \u201c I didn\u2019t get any data from the system again !\u201d. Have you got any ideas to fix it?<\/p>\n\n\n\n

The reactions from the team members are the following:<\/p>\n\n\n\n

Fred : Well, that\u2019s bad.<\/p>\n\n\n\n

Frank[thinks]: I\u2019m glad, I didn\u2019t choose the task today.<\/p>\n\n\n\n

Ron : It was fine when I tried it yesterday.<\/p>\n\n\n\n

John : It helped me to restart my PC last night.<\/p>\n\n\n\n

What\u2019s the most optimal way to proceed?<\/strong><\/p>\n","post_title":"CHOW #171 \u2013 No data from the system again!","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-171-no-data-from-the-system-again-2","to_ping":"","pinged":"","post_modified":"2024-01-24 12:30:56","post_modified_gmt":"2024-01-24 12:30:56","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=991291","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"}; \n

Awareness is not enough though. It happens to me all the time \u2013 I know I need to change something, yet I do not change. Let us take a simple example: I heard that if one avoids screen time for one hour before going to bed, sleep quality is better. I still cannot help watching something in my mobile while in bed. Moral of the story: \u201cKnowing what to change is hard enough but acting on the knowledge is harder!\u201d.<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

Wiring: Changing Self<\/strong><\/p>\n\n\n\n

Step one is awareness. If you are not aware, you are blissfully ignorant. One trap is your past success \u2013 there are set mental pathways that worked well for you in the past but gets in the way now. Once you are aware, the will to act is often dictated by your \u2018why\u2019. If I stop looking at my mobile before going to sleep, motivation will come from my desire for better quality sleep and an alert mind the next day! We are emotional creatures; Overcoming mental resistance \/ inertia -> requires emotional propulsion \u2013 overcoming fear, insecurity and how you feel about failure. Agile leaders can play a decisive role in cultivating the right kind of environment where it is ok to fail.<\/p>\n\n\n\n

When working with self, agile minds are wired to look into their inner mirror, have the will to act and feel safe to experiment and learn!<\/p>\n\n\n\n

Summary<\/strong><\/p>\n\n\n\n

There are three nested dimensions or contexts where agility shows up from the way we think, feel, and behave. How we create solutions? How we work with other teams in creating the solutions? How we change personally?<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

When working on solutions<\/strong>, agile minds are wired to continuously deliver the highest value to customers!<\/p>\n\n\n\n

When working with other teams<\/strong>, agile minds are wired to think win-win, foster collaboration, and focus on shared goals!<\/p>\n\n\n\n

When working with self<\/strong>, agile minds are wired to look into their inner mirror, have the will to act and feel safe to experiment and learn! \u2018Being agile\u2019 delivers results and sustainable advantage. It does good for individuals, organizations, and customers. It requires re-wiring of the brain to create new neural pathways! It is possible.<\/p>\n\n\n\n

\u2018Being agile\u2019 delivers results and sustainable advantage. It does good for individuals, organizations, and customers. It requires re-wiring of the brain to create new neural pathways! It is possible.<\/p>\n","post_title":"Re-wiring for Agility","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"re-wiring-for-agility","to_ping":"","pinged":"","post_modified":"2024-11-27 10:45:57","post_modified_gmt":"2024-11-27 05:15:57","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=997750","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":991291,"post_author":"8","post_date":"2019-11-05 12:20:00","post_date_gmt":"2019-11-05 12:20:00","post_content":"\n

Ryan is frustrated. It happens again and again, same old problem. He approaches the team and says \u201c I didn\u2019t get any data from the system again !\u201d. Have you got any ideas to fix it?<\/p>\n\n\n\n

The reactions from the team members are the following:<\/p>\n\n\n\n

Fred : Well, that\u2019s bad.<\/p>\n\n\n\n

Frank[thinks]: I\u2019m glad, I didn\u2019t choose the task today.<\/p>\n\n\n\n

Ron : It was fine when I tried it yesterday.<\/p>\n\n\n\n

John : It helped me to restart my PC last night.<\/p>\n\n\n\n

What\u2019s the most optimal way to proceed?<\/strong><\/p>\n","post_title":"CHOW #171 \u2013 No data from the system again!","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-171-no-data-from-the-system-again-2","to_ping":"","pinged":"","post_modified":"2024-01-24 12:30:56","post_modified_gmt":"2024-01-24 12:30:56","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=991291","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"}; \n

Eventually it comes to personal change! Toughest battleground. It starts with awareness of the need for change. It is not easy to believe when someone else points to the need for change. It is relatively easier to believe when the awareness comes within. It is tricky because I am the observer, and I am the observed. In other words, the quality of your inner mirror is vital to see a clear and complete picture of yourself and the need for change. Imagine a bathroom mirror with a hole \u2013 you may live your entire life without realizing that you have a nose!<\/p>\n\n\n\n

Awareness is not enough though. It happens to me all the time \u2013 I know I need to change something, yet I do not change. Let us take a simple example: I heard that if one avoids screen time for one hour before going to bed, sleep quality is better. I still cannot help watching something in my mobile while in bed. Moral of the story: \u201cKnowing what to change is hard enough but acting on the knowledge is harder!\u201d.<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

Wiring: Changing Self<\/strong><\/p>\n\n\n\n

Step one is awareness. If you are not aware, you are blissfully ignorant. One trap is your past success \u2013 there are set mental pathways that worked well for you in the past but gets in the way now. Once you are aware, the will to act is often dictated by your \u2018why\u2019. If I stop looking at my mobile before going to sleep, motivation will come from my desire for better quality sleep and an alert mind the next day! We are emotional creatures; Overcoming mental resistance \/ inertia -> requires emotional propulsion \u2013 overcoming fear, insecurity and how you feel about failure. Agile leaders can play a decisive role in cultivating the right kind of environment where it is ok to fail.<\/p>\n\n\n\n

When working with self, agile minds are wired to look into their inner mirror, have the will to act and feel safe to experiment and learn!<\/p>\n\n\n\n

Summary<\/strong><\/p>\n\n\n\n

There are three nested dimensions or contexts where agility shows up from the way we think, feel, and behave. How we create solutions? How we work with other teams in creating the solutions? How we change personally?<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

When working on solutions<\/strong>, agile minds are wired to continuously deliver the highest value to customers!<\/p>\n\n\n\n

When working with other teams<\/strong>, agile minds are wired to think win-win, foster collaboration, and focus on shared goals!<\/p>\n\n\n\n

When working with self<\/strong>, agile minds are wired to look into their inner mirror, have the will to act and feel safe to experiment and learn! \u2018Being agile\u2019 delivers results and sustainable advantage. It does good for individuals, organizations, and customers. It requires re-wiring of the brain to create new neural pathways! It is possible.<\/p>\n\n\n\n

\u2018Being agile\u2019 delivers results and sustainable advantage. It does good for individuals, organizations, and customers. It requires re-wiring of the brain to create new neural pathways! It is possible.<\/p>\n","post_title":"Re-wiring for Agility","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"re-wiring-for-agility","to_ping":"","pinged":"","post_modified":"2024-11-27 10:45:57","post_modified_gmt":"2024-11-27 05:15:57","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=997750","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":991291,"post_author":"8","post_date":"2019-11-05 12:20:00","post_date_gmt":"2019-11-05 12:20:00","post_content":"\n

Ryan is frustrated. It happens again and again, same old problem. He approaches the team and says \u201c I didn\u2019t get any data from the system again !\u201d. Have you got any ideas to fix it?<\/p>\n\n\n\n

The reactions from the team members are the following:<\/p>\n\n\n\n

Fred : Well, that\u2019s bad.<\/p>\n\n\n\n

Frank[thinks]: I\u2019m glad, I didn\u2019t choose the task today.<\/p>\n\n\n\n

Ron : It was fine when I tried it yesterday.<\/p>\n\n\n\n

John : It helped me to restart my PC last night.<\/p>\n\n\n\n

What\u2019s the most optimal way to proceed?<\/strong><\/p>\n","post_title":"CHOW #171 \u2013 No data from the system again!","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-171-no-data-from-the-system-again-2","to_ping":"","pinged":"","post_modified":"2024-01-24 12:30:56","post_modified_gmt":"2024-01-24 12:30:56","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=991291","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"}; \n

\u201cSelf\u201d dimension<\/strong><\/p>\n\n\n\n

Eventually it comes to personal change! Toughest battleground. It starts with awareness of the need for change. It is not easy to believe when someone else points to the need for change. It is relatively easier to believe when the awareness comes within. It is tricky because I am the observer, and I am the observed. In other words, the quality of your inner mirror is vital to see a clear and complete picture of yourself and the need for change. Imagine a bathroom mirror with a hole \u2013 you may live your entire life without realizing that you have a nose!<\/p>\n\n\n\n

Awareness is not enough though. It happens to me all the time \u2013 I know I need to change something, yet I do not change. Let us take a simple example: I heard that if one avoids screen time for one hour before going to bed, sleep quality is better. I still cannot help watching something in my mobile while in bed. Moral of the story: \u201cKnowing what to change is hard enough but acting on the knowledge is harder!\u201d.<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

Wiring: Changing Self<\/strong><\/p>\n\n\n\n

Step one is awareness. If you are not aware, you are blissfully ignorant. One trap is your past success \u2013 there are set mental pathways that worked well for you in the past but gets in the way now. Once you are aware, the will to act is often dictated by your \u2018why\u2019. If I stop looking at my mobile before going to sleep, motivation will come from my desire for better quality sleep and an alert mind the next day! We are emotional creatures; Overcoming mental resistance \/ inertia -> requires emotional propulsion \u2013 overcoming fear, insecurity and how you feel about failure. Agile leaders can play a decisive role in cultivating the right kind of environment where it is ok to fail.<\/p>\n\n\n\n

When working with self, agile minds are wired to look into their inner mirror, have the will to act and feel safe to experiment and learn!<\/p>\n\n\n\n

Summary<\/strong><\/p>\n\n\n\n

There are three nested dimensions or contexts where agility shows up from the way we think, feel, and behave. How we create solutions? How we work with other teams in creating the solutions? How we change personally?<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

When working on solutions<\/strong>, agile minds are wired to continuously deliver the highest value to customers!<\/p>\n\n\n\n

When working with other teams<\/strong>, agile minds are wired to think win-win, foster collaboration, and focus on shared goals!<\/p>\n\n\n\n

When working with self<\/strong>, agile minds are wired to look into their inner mirror, have the will to act and feel safe to experiment and learn! \u2018Being agile\u2019 delivers results and sustainable advantage. It does good for individuals, organizations, and customers. It requires re-wiring of the brain to create new neural pathways! It is possible.<\/p>\n\n\n\n

\u2018Being agile\u2019 delivers results and sustainable advantage. It does good for individuals, organizations, and customers. It requires re-wiring of the brain to create new neural pathways! It is possible.<\/p>\n","post_title":"Re-wiring for Agility","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"re-wiring-for-agility","to_ping":"","pinged":"","post_modified":"2024-11-27 10:45:57","post_modified_gmt":"2024-11-27 05:15:57","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=997750","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":991291,"post_author":"8","post_date":"2019-11-05 12:20:00","post_date_gmt":"2019-11-05 12:20:00","post_content":"\n

Ryan is frustrated. It happens again and again, same old problem. He approaches the team and says \u201c I didn\u2019t get any data from the system again !\u201d. Have you got any ideas to fix it?<\/p>\n\n\n\n

The reactions from the team members are the following:<\/p>\n\n\n\n

Fred : Well, that\u2019s bad.<\/p>\n\n\n\n

Frank[thinks]: I\u2019m glad, I didn\u2019t choose the task today.<\/p>\n\n\n\n

Ron : It was fine when I tried it yesterday.<\/p>\n\n\n\n

John : It helped me to restart my PC last night.<\/p>\n\n\n\n

What\u2019s the most optimal way to proceed?<\/strong><\/p>\n","post_title":"CHOW #171 \u2013 No data from the system again!","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-171-no-data-from-the-system-again-2","to_ping":"","pinged":"","post_modified":"2024-01-24 12:30:56","post_modified_gmt":"2024-01-24 12:30:56","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=991291","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"}; \n

When working with other teams, agile minds are wired to think win-win, foster collaboration, and focus on shared goals!<\/p>\n\n\n\n

\u201cSelf\u201d dimension<\/strong><\/p>\n\n\n\n

Eventually it comes to personal change! Toughest battleground. It starts with awareness of the need for change. It is not easy to believe when someone else points to the need for change. It is relatively easier to believe when the awareness comes within. It is tricky because I am the observer, and I am the observed. In other words, the quality of your inner mirror is vital to see a clear and complete picture of yourself and the need for change. Imagine a bathroom mirror with a hole \u2013 you may live your entire life without realizing that you have a nose!<\/p>\n\n\n\n

Awareness is not enough though. It happens to me all the time \u2013 I know I need to change something, yet I do not change. Let us take a simple example: I heard that if one avoids screen time for one hour before going to bed, sleep quality is better. I still cannot help watching something in my mobile while in bed. Moral of the story: \u201cKnowing what to change is hard enough but acting on the knowledge is harder!\u201d.<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

Wiring: Changing Self<\/strong><\/p>\n\n\n\n

Step one is awareness. If you are not aware, you are blissfully ignorant. One trap is your past success \u2013 there are set mental pathways that worked well for you in the past but gets in the way now. Once you are aware, the will to act is often dictated by your \u2018why\u2019. If I stop looking at my mobile before going to sleep, motivation will come from my desire for better quality sleep and an alert mind the next day! We are emotional creatures; Overcoming mental resistance \/ inertia -> requires emotional propulsion \u2013 overcoming fear, insecurity and how you feel about failure. Agile leaders can play a decisive role in cultivating the right kind of environment where it is ok to fail.<\/p>\n\n\n\n

When working with self, agile minds are wired to look into their inner mirror, have the will to act and feel safe to experiment and learn!<\/p>\n\n\n\n

Summary<\/strong><\/p>\n\n\n\n

There are three nested dimensions or contexts where agility shows up from the way we think, feel, and behave. How we create solutions? How we work with other teams in creating the solutions? How we change personally?<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

When working on solutions<\/strong>, agile minds are wired to continuously deliver the highest value to customers!<\/p>\n\n\n\n

When working with other teams<\/strong>, agile minds are wired to think win-win, foster collaboration, and focus on shared goals!<\/p>\n\n\n\n

When working with self<\/strong>, agile minds are wired to look into their inner mirror, have the will to act and feel safe to experiment and learn! \u2018Being agile\u2019 delivers results and sustainable advantage. It does good for individuals, organizations, and customers. It requires re-wiring of the brain to create new neural pathways! It is possible.<\/p>\n\n\n\n

\u2018Being agile\u2019 delivers results and sustainable advantage. It does good for individuals, organizations, and customers. It requires re-wiring of the brain to create new neural pathways! It is possible.<\/p>\n","post_title":"Re-wiring for Agility","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"re-wiring-for-agility","to_ping":"","pinged":"","post_modified":"2024-11-27 10:45:57","post_modified_gmt":"2024-11-27 05:15:57","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=997750","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":991291,"post_author":"8","post_date":"2019-11-05 12:20:00","post_date_gmt":"2019-11-05 12:20:00","post_content":"\n

Ryan is frustrated. It happens again and again, same old problem. He approaches the team and says \u201c I didn\u2019t get any data from the system again !\u201d. Have you got any ideas to fix it?<\/p>\n\n\n\n

The reactions from the team members are the following:<\/p>\n\n\n\n

Fred : Well, that\u2019s bad.<\/p>\n\n\n\n

Frank[thinks]: I\u2019m glad, I didn\u2019t choose the task today.<\/p>\n\n\n\n

Ron : It was fine when I tried it yesterday.<\/p>\n\n\n\n

John : It helped me to restart my PC last night.<\/p>\n\n\n\n

What\u2019s the most optimal way to proceed?<\/strong><\/p>\n","post_title":"CHOW #171 \u2013 No data from the system again!","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-171-no-data-from-the-system-again-2","to_ping":"","pinged":"","post_modified":"2024-01-24 12:30:56","post_modified_gmt":"2024-01-24 12:30:56","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=991291","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"}; \n

High performing agile teams are able to align continuously with shared goals which are typically one level above team\u2019s goals. This behaviour requires teams to be aware of streams of work that would create value to the customer and adapt their planning and execution continuously.<\/p>\n\n\n\n

When working with other teams, agile minds are wired to think win-win, foster collaboration, and focus on shared goals!<\/p>\n\n\n\n

\u201cSelf\u201d dimension<\/strong><\/p>\n\n\n\n

Eventually it comes to personal change! Toughest battleground. It starts with awareness of the need for change. It is not easy to believe when someone else points to the need for change. It is relatively easier to believe when the awareness comes within. It is tricky because I am the observer, and I am the observed. In other words, the quality of your inner mirror is vital to see a clear and complete picture of yourself and the need for change. Imagine a bathroom mirror with a hole \u2013 you may live your entire life without realizing that you have a nose!<\/p>\n\n\n\n

Awareness is not enough though. It happens to me all the time \u2013 I know I need to change something, yet I do not change. Let us take a simple example: I heard that if one avoids screen time for one hour before going to bed, sleep quality is better. I still cannot help watching something in my mobile while in bed. Moral of the story: \u201cKnowing what to change is hard enough but acting on the knowledge is harder!\u201d.<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

Wiring: Changing Self<\/strong><\/p>\n\n\n\n

Step one is awareness. If you are not aware, you are blissfully ignorant. One trap is your past success \u2013 there are set mental pathways that worked well for you in the past but gets in the way now. Once you are aware, the will to act is often dictated by your \u2018why\u2019. If I stop looking at my mobile before going to sleep, motivation will come from my desire for better quality sleep and an alert mind the next day! We are emotional creatures; Overcoming mental resistance \/ inertia -> requires emotional propulsion \u2013 overcoming fear, insecurity and how you feel about failure. Agile leaders can play a decisive role in cultivating the right kind of environment where it is ok to fail.<\/p>\n\n\n\n

When working with self, agile minds are wired to look into their inner mirror, have the will to act and feel safe to experiment and learn!<\/p>\n\n\n\n

Summary<\/strong><\/p>\n\n\n\n

There are three nested dimensions or contexts where agility shows up from the way we think, feel, and behave. How we create solutions? How we work with other teams in creating the solutions? How we change personally?<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

When working on solutions<\/strong>, agile minds are wired to continuously deliver the highest value to customers!<\/p>\n\n\n\n

When working with other teams<\/strong>, agile minds are wired to think win-win, foster collaboration, and focus on shared goals!<\/p>\n\n\n\n

When working with self<\/strong>, agile minds are wired to look into their inner mirror, have the will to act and feel safe to experiment and learn! \u2018Being agile\u2019 delivers results and sustainable advantage. It does good for individuals, organizations, and customers. It requires re-wiring of the brain to create new neural pathways! It is possible.<\/p>\n\n\n\n

\u2018Being agile\u2019 delivers results and sustainable advantage. It does good for individuals, organizations, and customers. It requires re-wiring of the brain to create new neural pathways! It is possible.<\/p>\n","post_title":"Re-wiring for Agility","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"re-wiring-for-agility","to_ping":"","pinged":"","post_modified":"2024-11-27 10:45:57","post_modified_gmt":"2024-11-27 05:15:57","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=997750","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":991291,"post_author":"8","post_date":"2019-11-05 12:20:00","post_date_gmt":"2019-11-05 12:20:00","post_content":"\n

Ryan is frustrated. It happens again and again, same old problem. He approaches the team and says \u201c I didn\u2019t get any data from the system again !\u201d. Have you got any ideas to fix it?<\/p>\n\n\n\n

The reactions from the team members are the following:<\/p>\n\n\n\n

Fred : Well, that\u2019s bad.<\/p>\n\n\n\n

Frank[thinks]: I\u2019m glad, I didn\u2019t choose the task today.<\/p>\n\n\n\n

Ron : It was fine when I tried it yesterday.<\/p>\n\n\n\n

John : It helped me to restart my PC last night.<\/p>\n\n\n\n

What\u2019s the most optimal way to proceed?<\/strong><\/p>\n","post_title":"CHOW #171 \u2013 No data from the system again!","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-171-no-data-from-the-system-again-2","to_ping":"","pinged":"","post_modified":"2024-01-24 12:30:56","post_modified_gmt":"2024-01-24 12:30:56","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=991291","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"}; \n

To be fair, many practicing agile teams do focus on their goals \u2013 sprint goals, quarterly goals, release goals are clearly articulated and understood. Yet their performance is hindered by dependencies with other teams which seem to be operating in their own worlds!<\/p>\n\n\n\n

High performing agile teams are able to align continuously with shared goals which are typically one level above team\u2019s goals. This behaviour requires teams to be aware of streams of work that would create value to the customer and adapt their planning and execution continuously.<\/p>\n\n\n\n

When working with other teams, agile minds are wired to think win-win, foster collaboration, and focus on shared goals!<\/p>\n\n\n\n

\u201cSelf\u201d dimension<\/strong><\/p>\n\n\n\n

Eventually it comes to personal change! Toughest battleground. It starts with awareness of the need for change. It is not easy to believe when someone else points to the need for change. It is relatively easier to believe when the awareness comes within. It is tricky because I am the observer, and I am the observed. In other words, the quality of your inner mirror is vital to see a clear and complete picture of yourself and the need for change. Imagine a bathroom mirror with a hole \u2013 you may live your entire life without realizing that you have a nose!<\/p>\n\n\n\n

Awareness is not enough though. It happens to me all the time \u2013 I know I need to change something, yet I do not change. Let us take a simple example: I heard that if one avoids screen time for one hour before going to bed, sleep quality is better. I still cannot help watching something in my mobile while in bed. Moral of the story: \u201cKnowing what to change is hard enough but acting on the knowledge is harder!\u201d.<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

Wiring: Changing Self<\/strong><\/p>\n\n\n\n

Step one is awareness. If you are not aware, you are blissfully ignorant. One trap is your past success \u2013 there are set mental pathways that worked well for you in the past but gets in the way now. Once you are aware, the will to act is often dictated by your \u2018why\u2019. If I stop looking at my mobile before going to sleep, motivation will come from my desire for better quality sleep and an alert mind the next day! We are emotional creatures; Overcoming mental resistance \/ inertia -> requires emotional propulsion \u2013 overcoming fear, insecurity and how you feel about failure. Agile leaders can play a decisive role in cultivating the right kind of environment where it is ok to fail.<\/p>\n\n\n\n

When working with self, agile minds are wired to look into their inner mirror, have the will to act and feel safe to experiment and learn!<\/p>\n\n\n\n

Summary<\/strong><\/p>\n\n\n\n

There are three nested dimensions or contexts where agility shows up from the way we think, feel, and behave. How we create solutions? How we work with other teams in creating the solutions? How we change personally?<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

When working on solutions<\/strong>, agile minds are wired to continuously deliver the highest value to customers!<\/p>\n\n\n\n

When working with other teams<\/strong>, agile minds are wired to think win-win, foster collaboration, and focus on shared goals!<\/p>\n\n\n\n

When working with self<\/strong>, agile minds are wired to look into their inner mirror, have the will to act and feel safe to experiment and learn! \u2018Being agile\u2019 delivers results and sustainable advantage. It does good for individuals, organizations, and customers. It requires re-wiring of the brain to create new neural pathways! It is possible.<\/p>\n\n\n\n

\u2018Being agile\u2019 delivers results and sustainable advantage. It does good for individuals, organizations, and customers. It requires re-wiring of the brain to create new neural pathways! It is possible.<\/p>\n","post_title":"Re-wiring for Agility","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"re-wiring-for-agility","to_ping":"","pinged":"","post_modified":"2024-11-27 10:45:57","post_modified_gmt":"2024-11-27 05:15:57","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=997750","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":991291,"post_author":"8","post_date":"2019-11-05 12:20:00","post_date_gmt":"2019-11-05 12:20:00","post_content":"\n

Ryan is frustrated. It happens again and again, same old problem. He approaches the team and says \u201c I didn\u2019t get any data from the system again !\u201d. Have you got any ideas to fix it?<\/p>\n\n\n\n

The reactions from the team members are the following:<\/p>\n\n\n\n

Fred : Well, that\u2019s bad.<\/p>\n\n\n\n

Frank[thinks]: I\u2019m glad, I didn\u2019t choose the task today.<\/p>\n\n\n\n

Ron : It was fine when I tried it yesterday.<\/p>\n\n\n\n

John : It helped me to restart my PC last night.<\/p>\n\n\n\n

What\u2019s the most optimal way to proceed?<\/strong><\/p>\n","post_title":"CHOW #171 \u2013 No data from the system again!","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-171-no-data-from-the-system-again-2","to_ping":"","pinged":"","post_modified":"2024-01-24 12:30:56","post_modified_gmt":"2024-01-24 12:30:56","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=991291","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"}; \n

Another non-agile pattern is teams without goals or in many cases, teams are indifferent to the goals. Mindset is \u2018This is how it is here. Everything takes its own sweet time. Let me go along with it.\u2019. Another flavour to this pattern: the bar is set so low that such goals may as well not exist. Such teams deliver sub-optimal performance and there is lack of motivation to improve.<\/p>\n\n\n\n

To be fair, many practicing agile teams do focus on their goals \u2013 sprint goals, quarterly goals, release goals are clearly articulated and understood. Yet their performance is hindered by dependencies with other teams which seem to be operating in their own worlds!<\/p>\n\n\n\n

High performing agile teams are able to align continuously with shared goals which are typically one level above team\u2019s goals. This behaviour requires teams to be aware of streams of work that would create value to the customer and adapt their planning and execution continuously.<\/p>\n\n\n\n

When working with other teams, agile minds are wired to think win-win, foster collaboration, and focus on shared goals!<\/p>\n\n\n\n

\u201cSelf\u201d dimension<\/strong><\/p>\n\n\n\n

Eventually it comes to personal change! Toughest battleground. It starts with awareness of the need for change. It is not easy to believe when someone else points to the need for change. It is relatively easier to believe when the awareness comes within. It is tricky because I am the observer, and I am the observed. In other words, the quality of your inner mirror is vital to see a clear and complete picture of yourself and the need for change. Imagine a bathroom mirror with a hole \u2013 you may live your entire life without realizing that you have a nose!<\/p>\n\n\n\n

Awareness is not enough though. It happens to me all the time \u2013 I know I need to change something, yet I do not change. Let us take a simple example: I heard that if one avoids screen time for one hour before going to bed, sleep quality is better. I still cannot help watching something in my mobile while in bed. Moral of the story: \u201cKnowing what to change is hard enough but acting on the knowledge is harder!\u201d.<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

Wiring: Changing Self<\/strong><\/p>\n\n\n\n

Step one is awareness. If you are not aware, you are blissfully ignorant. One trap is your past success \u2013 there are set mental pathways that worked well for you in the past but gets in the way now. Once you are aware, the will to act is often dictated by your \u2018why\u2019. If I stop looking at my mobile before going to sleep, motivation will come from my desire for better quality sleep and an alert mind the next day! We are emotional creatures; Overcoming mental resistance \/ inertia -> requires emotional propulsion \u2013 overcoming fear, insecurity and how you feel about failure. Agile leaders can play a decisive role in cultivating the right kind of environment where it is ok to fail.<\/p>\n\n\n\n

When working with self, agile minds are wired to look into their inner mirror, have the will to act and feel safe to experiment and learn!<\/p>\n\n\n\n

Summary<\/strong><\/p>\n\n\n\n

There are three nested dimensions or contexts where agility shows up from the way we think, feel, and behave. How we create solutions? How we work with other teams in creating the solutions? How we change personally?<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

When working on solutions<\/strong>, agile minds are wired to continuously deliver the highest value to customers!<\/p>\n\n\n\n

When working with other teams<\/strong>, agile minds are wired to think win-win, foster collaboration, and focus on shared goals!<\/p>\n\n\n\n

When working with self<\/strong>, agile minds are wired to look into their inner mirror, have the will to act and feel safe to experiment and learn! \u2018Being agile\u2019 delivers results and sustainable advantage. It does good for individuals, organizations, and customers. It requires re-wiring of the brain to create new neural pathways! It is possible.<\/p>\n\n\n\n

\u2018Being agile\u2019 delivers results and sustainable advantage. It does good for individuals, organizations, and customers. It requires re-wiring of the brain to create new neural pathways! It is possible.<\/p>\n","post_title":"Re-wiring for Agility","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"re-wiring-for-agility","to_ping":"","pinged":"","post_modified":"2024-11-27 10:45:57","post_modified_gmt":"2024-11-27 05:15:57","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=997750","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":991291,"post_author":"8","post_date":"2019-11-05 12:20:00","post_date_gmt":"2019-11-05 12:20:00","post_content":"\n

Ryan is frustrated. It happens again and again, same old problem. He approaches the team and says \u201c I didn\u2019t get any data from the system again !\u201d. Have you got any ideas to fix it?<\/p>\n\n\n\n

The reactions from the team members are the following:<\/p>\n\n\n\n

Fred : Well, that\u2019s bad.<\/p>\n\n\n\n

Frank[thinks]: I\u2019m glad, I didn\u2019t choose the task today.<\/p>\n\n\n\n

Ron : It was fine when I tried it yesterday.<\/p>\n\n\n\n

John : It helped me to restart my PC last night.<\/p>\n\n\n\n

What\u2019s the most optimal way to proceed?<\/strong><\/p>\n","post_title":"CHOW #171 \u2013 No data from the system again!","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-171-no-data-from-the-system-again-2","to_ping":"","pinged":"","post_modified":"2024-01-24 12:30:56","post_modified_gmt":"2024-01-24 12:30:56","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=991291","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"}; \n

Let me start with the most damaging mindset. When senior team members or managers have ego clashes with their counterparts in other teams, neither team wins! Customer gets sub-optimal value and organization loses momentum.<\/p>\n\n\n\n

Another non-agile pattern is teams without goals or in many cases, teams are indifferent to the goals. Mindset is \u2018This is how it is here. Everything takes its own sweet time. Let me go along with it.\u2019. Another flavour to this pattern: the bar is set so low that such goals may as well not exist. Such teams deliver sub-optimal performance and there is lack of motivation to improve.<\/p>\n\n\n\n

To be fair, many practicing agile teams do focus on their goals \u2013 sprint goals, quarterly goals, release goals are clearly articulated and understood. Yet their performance is hindered by dependencies with other teams which seem to be operating in their own worlds!<\/p>\n\n\n\n

High performing agile teams are able to align continuously with shared goals which are typically one level above team\u2019s goals. This behaviour requires teams to be aware of streams of work that would create value to the customer and adapt their planning and execution continuously.<\/p>\n\n\n\n

When working with other teams, agile minds are wired to think win-win, foster collaboration, and focus on shared goals!<\/p>\n\n\n\n

\u201cSelf\u201d dimension<\/strong><\/p>\n\n\n\n

Eventually it comes to personal change! Toughest battleground. It starts with awareness of the need for change. It is not easy to believe when someone else points to the need for change. It is relatively easier to believe when the awareness comes within. It is tricky because I am the observer, and I am the observed. In other words, the quality of your inner mirror is vital to see a clear and complete picture of yourself and the need for change. Imagine a bathroom mirror with a hole \u2013 you may live your entire life without realizing that you have a nose!<\/p>\n\n\n\n

Awareness is not enough though. It happens to me all the time \u2013 I know I need to change something, yet I do not change. Let us take a simple example: I heard that if one avoids screen time for one hour before going to bed, sleep quality is better. I still cannot help watching something in my mobile while in bed. Moral of the story: \u201cKnowing what to change is hard enough but acting on the knowledge is harder!\u201d.<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

Wiring: Changing Self<\/strong><\/p>\n\n\n\n

Step one is awareness. If you are not aware, you are blissfully ignorant. One trap is your past success \u2013 there are set mental pathways that worked well for you in the past but gets in the way now. Once you are aware, the will to act is often dictated by your \u2018why\u2019. If I stop looking at my mobile before going to sleep, motivation will come from my desire for better quality sleep and an alert mind the next day! We are emotional creatures; Overcoming mental resistance \/ inertia -> requires emotional propulsion \u2013 overcoming fear, insecurity and how you feel about failure. Agile leaders can play a decisive role in cultivating the right kind of environment where it is ok to fail.<\/p>\n\n\n\n

When working with self, agile minds are wired to look into their inner mirror, have the will to act and feel safe to experiment and learn!<\/p>\n\n\n\n

Summary<\/strong><\/p>\n\n\n\n

There are three nested dimensions or contexts where agility shows up from the way we think, feel, and behave. How we create solutions? How we work with other teams in creating the solutions? How we change personally?<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

When working on solutions<\/strong>, agile minds are wired to continuously deliver the highest value to customers!<\/p>\n\n\n\n

When working with other teams<\/strong>, agile minds are wired to think win-win, foster collaboration, and focus on shared goals!<\/p>\n\n\n\n

When working with self<\/strong>, agile minds are wired to look into their inner mirror, have the will to act and feel safe to experiment and learn! \u2018Being agile\u2019 delivers results and sustainable advantage. It does good for individuals, organizations, and customers. It requires re-wiring of the brain to create new neural pathways! It is possible.<\/p>\n\n\n\n

\u2018Being agile\u2019 delivers results and sustainable advantage. It does good for individuals, organizations, and customers. It requires re-wiring of the brain to create new neural pathways! It is possible.<\/p>\n","post_title":"Re-wiring for Agility","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"re-wiring-for-agility","to_ping":"","pinged":"","post_modified":"2024-11-27 10:45:57","post_modified_gmt":"2024-11-27 05:15:57","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=997750","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":991291,"post_author":"8","post_date":"2019-11-05 12:20:00","post_date_gmt":"2019-11-05 12:20:00","post_content":"\n

Ryan is frustrated. It happens again and again, same old problem. He approaches the team and says \u201c I didn\u2019t get any data from the system again !\u201d. Have you got any ideas to fix it?<\/p>\n\n\n\n

The reactions from the team members are the following:<\/p>\n\n\n\n

Fred : Well, that\u2019s bad.<\/p>\n\n\n\n

Frank[thinks]: I\u2019m glad, I didn\u2019t choose the task today.<\/p>\n\n\n\n

Ron : It was fine when I tried it yesterday.<\/p>\n\n\n\n

John : It helped me to restart my PC last night.<\/p>\n\n\n\n

What\u2019s the most optimal way to proceed?<\/strong><\/p>\n","post_title":"CHOW #171 \u2013 No data from the system again!","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-171-no-data-from-the-system-again-2","to_ping":"","pinged":"","post_modified":"2024-01-24 12:30:56","post_modified_gmt":"2024-01-24 12:30:56","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=991291","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"}; \n

Wiring: Collaborating Teams<\/em><\/p>\n\n\n\n

Let me start with the most damaging mindset. When senior team members or managers have ego clashes with their counterparts in other teams, neither team wins! Customer gets sub-optimal value and organization loses momentum.<\/p>\n\n\n\n

Another non-agile pattern is teams without goals or in many cases, teams are indifferent to the goals. Mindset is \u2018This is how it is here. Everything takes its own sweet time. Let me go along with it.\u2019. Another flavour to this pattern: the bar is set so low that such goals may as well not exist. Such teams deliver sub-optimal performance and there is lack of motivation to improve.<\/p>\n\n\n\n

To be fair, many practicing agile teams do focus on their goals \u2013 sprint goals, quarterly goals, release goals are clearly articulated and understood. Yet their performance is hindered by dependencies with other teams which seem to be operating in their own worlds!<\/p>\n\n\n\n

High performing agile teams are able to align continuously with shared goals which are typically one level above team\u2019s goals. This behaviour requires teams to be aware of streams of work that would create value to the customer and adapt their planning and execution continuously.<\/p>\n\n\n\n

When working with other teams, agile minds are wired to think win-win, foster collaboration, and focus on shared goals!<\/p>\n\n\n\n

\u201cSelf\u201d dimension<\/strong><\/p>\n\n\n\n

Eventually it comes to personal change! Toughest battleground. It starts with awareness of the need for change. It is not easy to believe when someone else points to the need for change. It is relatively easier to believe when the awareness comes within. It is tricky because I am the observer, and I am the observed. In other words, the quality of your inner mirror is vital to see a clear and complete picture of yourself and the need for change. Imagine a bathroom mirror with a hole \u2013 you may live your entire life without realizing that you have a nose!<\/p>\n\n\n\n

Awareness is not enough though. It happens to me all the time \u2013 I know I need to change something, yet I do not change. Let us take a simple example: I heard that if one avoids screen time for one hour before going to bed, sleep quality is better. I still cannot help watching something in my mobile while in bed. Moral of the story: \u201cKnowing what to change is hard enough but acting on the knowledge is harder!\u201d.<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

Wiring: Changing Self<\/strong><\/p>\n\n\n\n

Step one is awareness. If you are not aware, you are blissfully ignorant. One trap is your past success \u2013 there are set mental pathways that worked well for you in the past but gets in the way now. Once you are aware, the will to act is often dictated by your \u2018why\u2019. If I stop looking at my mobile before going to sleep, motivation will come from my desire for better quality sleep and an alert mind the next day! We are emotional creatures; Overcoming mental resistance \/ inertia -> requires emotional propulsion \u2013 overcoming fear, insecurity and how you feel about failure. Agile leaders can play a decisive role in cultivating the right kind of environment where it is ok to fail.<\/p>\n\n\n\n

When working with self, agile minds are wired to look into their inner mirror, have the will to act and feel safe to experiment and learn!<\/p>\n\n\n\n

Summary<\/strong><\/p>\n\n\n\n

There are three nested dimensions or contexts where agility shows up from the way we think, feel, and behave. How we create solutions? How we work with other teams in creating the solutions? How we change personally?<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

When working on solutions<\/strong>, agile minds are wired to continuously deliver the highest value to customers!<\/p>\n\n\n\n

When working with other teams<\/strong>, agile minds are wired to think win-win, foster collaboration, and focus on shared goals!<\/p>\n\n\n\n

When working with self<\/strong>, agile minds are wired to look into their inner mirror, have the will to act and feel safe to experiment and learn! \u2018Being agile\u2019 delivers results and sustainable advantage. It does good for individuals, organizations, and customers. It requires re-wiring of the brain to create new neural pathways! It is possible.<\/p>\n\n\n\n

\u2018Being agile\u2019 delivers results and sustainable advantage. It does good for individuals, organizations, and customers. It requires re-wiring of the brain to create new neural pathways! It is possible.<\/p>\n","post_title":"Re-wiring for Agility","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"re-wiring-for-agility","to_ping":"","pinged":"","post_modified":"2024-11-27 10:45:57","post_modified_gmt":"2024-11-27 05:15:57","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=997750","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":991291,"post_author":"8","post_date":"2019-11-05 12:20:00","post_date_gmt":"2019-11-05 12:20:00","post_content":"\n

Ryan is frustrated. It happens again and again, same old problem. He approaches the team and says \u201c I didn\u2019t get any data from the system again !\u201d. Have you got any ideas to fix it?<\/p>\n\n\n\n

The reactions from the team members are the following:<\/p>\n\n\n\n

Fred : Well, that\u2019s bad.<\/p>\n\n\n\n

Frank[thinks]: I\u2019m glad, I didn\u2019t choose the task today.<\/p>\n\n\n\n

Ron : It was fine when I tried it yesterday.<\/p>\n\n\n\n

John : It helped me to restart my PC last night.<\/p>\n\n\n\n

What\u2019s the most optimal way to proceed?<\/strong><\/p>\n","post_title":"CHOW #171 \u2013 No data from the system again!","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-171-no-data-from-the-system-again-2","to_ping":"","pinged":"","post_modified":"2024-01-24 12:30:56","post_modified_gmt":"2024-01-24 12:30:56","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=991291","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"}; \n

\"\"<\/figure>\n\n\n\n

Wiring: Collaborating Teams<\/em><\/p>\n\n\n\n

Let me start with the most damaging mindset. When senior team members or managers have ego clashes with their counterparts in other teams, neither team wins! Customer gets sub-optimal value and organization loses momentum.<\/p>\n\n\n\n

Another non-agile pattern is teams without goals or in many cases, teams are indifferent to the goals. Mindset is \u2018This is how it is here. Everything takes its own sweet time. Let me go along with it.\u2019. Another flavour to this pattern: the bar is set so low that such goals may as well not exist. Such teams deliver sub-optimal performance and there is lack of motivation to improve.<\/p>\n\n\n\n

To be fair, many practicing agile teams do focus on their goals \u2013 sprint goals, quarterly goals, release goals are clearly articulated and understood. Yet their performance is hindered by dependencies with other teams which seem to be operating in their own worlds!<\/p>\n\n\n\n

High performing agile teams are able to align continuously with shared goals which are typically one level above team\u2019s goals. This behaviour requires teams to be aware of streams of work that would create value to the customer and adapt their planning and execution continuously.<\/p>\n\n\n\n

When working with other teams, agile minds are wired to think win-win, foster collaboration, and focus on shared goals!<\/p>\n\n\n\n

\u201cSelf\u201d dimension<\/strong><\/p>\n\n\n\n

Eventually it comes to personal change! Toughest battleground. It starts with awareness of the need for change. It is not easy to believe when someone else points to the need for change. It is relatively easier to believe when the awareness comes within. It is tricky because I am the observer, and I am the observed. In other words, the quality of your inner mirror is vital to see a clear and complete picture of yourself and the need for change. Imagine a bathroom mirror with a hole \u2013 you may live your entire life without realizing that you have a nose!<\/p>\n\n\n\n

Awareness is not enough though. It happens to me all the time \u2013 I know I need to change something, yet I do not change. Let us take a simple example: I heard that if one avoids screen time for one hour before going to bed, sleep quality is better. I still cannot help watching something in my mobile while in bed. Moral of the story: \u201cKnowing what to change is hard enough but acting on the knowledge is harder!\u201d.<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

Wiring: Changing Self<\/strong><\/p>\n\n\n\n

Step one is awareness. If you are not aware, you are blissfully ignorant. One trap is your past success \u2013 there are set mental pathways that worked well for you in the past but gets in the way now. Once you are aware, the will to act is often dictated by your \u2018why\u2019. If I stop looking at my mobile before going to sleep, motivation will come from my desire for better quality sleep and an alert mind the next day! We are emotional creatures; Overcoming mental resistance \/ inertia -> requires emotional propulsion \u2013 overcoming fear, insecurity and how you feel about failure. Agile leaders can play a decisive role in cultivating the right kind of environment where it is ok to fail.<\/p>\n\n\n\n

When working with self, agile minds are wired to look into their inner mirror, have the will to act and feel safe to experiment and learn!<\/p>\n\n\n\n

Summary<\/strong><\/p>\n\n\n\n

There are three nested dimensions or contexts where agility shows up from the way we think, feel, and behave. How we create solutions? How we work with other teams in creating the solutions? How we change personally?<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

When working on solutions<\/strong>, agile minds are wired to continuously deliver the highest value to customers!<\/p>\n\n\n\n

When working with other teams<\/strong>, agile minds are wired to think win-win, foster collaboration, and focus on shared goals!<\/p>\n\n\n\n

When working with self<\/strong>, agile minds are wired to look into their inner mirror, have the will to act and feel safe to experiment and learn! \u2018Being agile\u2019 delivers results and sustainable advantage. It does good for individuals, organizations, and customers. It requires re-wiring of the brain to create new neural pathways! It is possible.<\/p>\n\n\n\n

\u2018Being agile\u2019 delivers results and sustainable advantage. It does good for individuals, organizations, and customers. It requires re-wiring of the brain to create new neural pathways! It is possible.<\/p>\n","post_title":"Re-wiring for Agility","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"re-wiring-for-agility","to_ping":"","pinged":"","post_modified":"2024-11-27 10:45:57","post_modified_gmt":"2024-11-27 05:15:57","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=997750","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":991291,"post_author":"8","post_date":"2019-11-05 12:20:00","post_date_gmt":"2019-11-05 12:20:00","post_content":"\n

Ryan is frustrated. It happens again and again, same old problem. He approaches the team and says \u201c I didn\u2019t get any data from the system again !\u201d. Have you got any ideas to fix it?<\/p>\n\n\n\n

The reactions from the team members are the following:<\/p>\n\n\n\n

Fred : Well, that\u2019s bad.<\/p>\n\n\n\n

Frank[thinks]: I\u2019m glad, I didn\u2019t choose the task today.<\/p>\n\n\n\n

Ron : It was fine when I tried it yesterday.<\/p>\n\n\n\n

John : It helped me to restart my PC last night.<\/p>\n\n\n\n

What\u2019s the most optimal way to proceed?<\/strong><\/p>\n","post_title":"CHOW #171 \u2013 No data from the system again!","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-171-no-data-from-the-system-again-2","to_ping":"","pinged":"","post_modified":"2024-01-24 12:30:56","post_modified_gmt":"2024-01-24 12:30:56","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=991291","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"}; \n

We live in  world where solutions require multiple teams to work together to be of value. How should teams think and behave when collaborating with other teams?<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

Wiring: Collaborating Teams<\/em><\/p>\n\n\n\n

Let me start with the most damaging mindset. When senior team members or managers have ego clashes with their counterparts in other teams, neither team wins! Customer gets sub-optimal value and organization loses momentum.<\/p>\n\n\n\n

Another non-agile pattern is teams without goals or in many cases, teams are indifferent to the goals. Mindset is \u2018This is how it is here. Everything takes its own sweet time. Let me go along with it.\u2019. Another flavour to this pattern: the bar is set so low that such goals may as well not exist. Such teams deliver sub-optimal performance and there is lack of motivation to improve.<\/p>\n\n\n\n

To be fair, many practicing agile teams do focus on their goals \u2013 sprint goals, quarterly goals, release goals are clearly articulated and understood. Yet their performance is hindered by dependencies with other teams which seem to be operating in their own worlds!<\/p>\n\n\n\n

High performing agile teams are able to align continuously with shared goals which are typically one level above team\u2019s goals. This behaviour requires teams to be aware of streams of work that would create value to the customer and adapt their planning and execution continuously.<\/p>\n\n\n\n

When working with other teams, agile minds are wired to think win-win, foster collaboration, and focus on shared goals!<\/p>\n\n\n\n

\u201cSelf\u201d dimension<\/strong><\/p>\n\n\n\n

Eventually it comes to personal change! Toughest battleground. It starts with awareness of the need for change. It is not easy to believe when someone else points to the need for change. It is relatively easier to believe when the awareness comes within. It is tricky because I am the observer, and I am the observed. In other words, the quality of your inner mirror is vital to see a clear and complete picture of yourself and the need for change. Imagine a bathroom mirror with a hole \u2013 you may live your entire life without realizing that you have a nose!<\/p>\n\n\n\n

Awareness is not enough though. It happens to me all the time \u2013 I know I need to change something, yet I do not change. Let us take a simple example: I heard that if one avoids screen time for one hour before going to bed, sleep quality is better. I still cannot help watching something in my mobile while in bed. Moral of the story: \u201cKnowing what to change is hard enough but acting on the knowledge is harder!\u201d.<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

Wiring: Changing Self<\/strong><\/p>\n\n\n\n

Step one is awareness. If you are not aware, you are blissfully ignorant. One trap is your past success \u2013 there are set mental pathways that worked well for you in the past but gets in the way now. Once you are aware, the will to act is often dictated by your \u2018why\u2019. If I stop looking at my mobile before going to sleep, motivation will come from my desire for better quality sleep and an alert mind the next day! We are emotional creatures; Overcoming mental resistance \/ inertia -> requires emotional propulsion \u2013 overcoming fear, insecurity and how you feel about failure. Agile leaders can play a decisive role in cultivating the right kind of environment where it is ok to fail.<\/p>\n\n\n\n

When working with self, agile minds are wired to look into their inner mirror, have the will to act and feel safe to experiment and learn!<\/p>\n\n\n\n

Summary<\/strong><\/p>\n\n\n\n

There are three nested dimensions or contexts where agility shows up from the way we think, feel, and behave. How we create solutions? How we work with other teams in creating the solutions? How we change personally?<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

When working on solutions<\/strong>, agile minds are wired to continuously deliver the highest value to customers!<\/p>\n\n\n\n

When working with other teams<\/strong>, agile minds are wired to think win-win, foster collaboration, and focus on shared goals!<\/p>\n\n\n\n

When working with self<\/strong>, agile minds are wired to look into their inner mirror, have the will to act and feel safe to experiment and learn! \u2018Being agile\u2019 delivers results and sustainable advantage. It does good for individuals, organizations, and customers. It requires re-wiring of the brain to create new neural pathways! It is possible.<\/p>\n\n\n\n

\u2018Being agile\u2019 delivers results and sustainable advantage. It does good for individuals, organizations, and customers. It requires re-wiring of the brain to create new neural pathways! It is possible.<\/p>\n","post_title":"Re-wiring for Agility","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"re-wiring-for-agility","to_ping":"","pinged":"","post_modified":"2024-11-27 10:45:57","post_modified_gmt":"2024-11-27 05:15:57","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=997750","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":991291,"post_author":"8","post_date":"2019-11-05 12:20:00","post_date_gmt":"2019-11-05 12:20:00","post_content":"\n

Ryan is frustrated. It happens again and again, same old problem. He approaches the team and says \u201c I didn\u2019t get any data from the system again !\u201d. Have you got any ideas to fix it?<\/p>\n\n\n\n

The reactions from the team members are the following:<\/p>\n\n\n\n

Fred : Well, that\u2019s bad.<\/p>\n\n\n\n

Frank[thinks]: I\u2019m glad, I didn\u2019t choose the task today.<\/p>\n\n\n\n

Ron : It was fine when I tried it yesterday.<\/p>\n\n\n\n

John : It helped me to restart my PC last night.<\/p>\n\n\n\n

What\u2019s the most optimal way to proceed?<\/strong><\/p>\n","post_title":"CHOW #171 \u2013 No data from the system again!","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-171-no-data-from-the-system-again-2","to_ping":"","pinged":"","post_modified":"2024-01-24 12:30:56","post_modified_gmt":"2024-01-24 12:30:56","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=991291","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"}; \n

\u201cTeams\u201d dimension<\/strong><\/p>\n\n\n\n

We live in  world where solutions require multiple teams to work together to be of value. How should teams think and behave when collaborating with other teams?<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

Wiring: Collaborating Teams<\/em><\/p>\n\n\n\n

Let me start with the most damaging mindset. When senior team members or managers have ego clashes with their counterparts in other teams, neither team wins! Customer gets sub-optimal value and organization loses momentum.<\/p>\n\n\n\n

Another non-agile pattern is teams without goals or in many cases, teams are indifferent to the goals. Mindset is \u2018This is how it is here. Everything takes its own sweet time. Let me go along with it.\u2019. Another flavour to this pattern: the bar is set so low that such goals may as well not exist. Such teams deliver sub-optimal performance and there is lack of motivation to improve.<\/p>\n\n\n\n

To be fair, many practicing agile teams do focus on their goals \u2013 sprint goals, quarterly goals, release goals are clearly articulated and understood. Yet their performance is hindered by dependencies with other teams which seem to be operating in their own worlds!<\/p>\n\n\n\n

High performing agile teams are able to align continuously with shared goals which are typically one level above team\u2019s goals. This behaviour requires teams to be aware of streams of work that would create value to the customer and adapt their planning and execution continuously.<\/p>\n\n\n\n

When working with other teams, agile minds are wired to think win-win, foster collaboration, and focus on shared goals!<\/p>\n\n\n\n

\u201cSelf\u201d dimension<\/strong><\/p>\n\n\n\n

Eventually it comes to personal change! Toughest battleground. It starts with awareness of the need for change. It is not easy to believe when someone else points to the need for change. It is relatively easier to believe when the awareness comes within. It is tricky because I am the observer, and I am the observed. In other words, the quality of your inner mirror is vital to see a clear and complete picture of yourself and the need for change. Imagine a bathroom mirror with a hole \u2013 you may live your entire life without realizing that you have a nose!<\/p>\n\n\n\n

Awareness is not enough though. It happens to me all the time \u2013 I know I need to change something, yet I do not change. Let us take a simple example: I heard that if one avoids screen time for one hour before going to bed, sleep quality is better. I still cannot help watching something in my mobile while in bed. Moral of the story: \u201cKnowing what to change is hard enough but acting on the knowledge is harder!\u201d.<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

Wiring: Changing Self<\/strong><\/p>\n\n\n\n

Step one is awareness. If you are not aware, you are blissfully ignorant. One trap is your past success \u2013 there are set mental pathways that worked well for you in the past but gets in the way now. Once you are aware, the will to act is often dictated by your \u2018why\u2019. If I stop looking at my mobile before going to sleep, motivation will come from my desire for better quality sleep and an alert mind the next day! We are emotional creatures; Overcoming mental resistance \/ inertia -> requires emotional propulsion \u2013 overcoming fear, insecurity and how you feel about failure. Agile leaders can play a decisive role in cultivating the right kind of environment where it is ok to fail.<\/p>\n\n\n\n

When working with self, agile minds are wired to look into their inner mirror, have the will to act and feel safe to experiment and learn!<\/p>\n\n\n\n

Summary<\/strong><\/p>\n\n\n\n

There are three nested dimensions or contexts where agility shows up from the way we think, feel, and behave. How we create solutions? How we work with other teams in creating the solutions? How we change personally?<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

When working on solutions<\/strong>, agile minds are wired to continuously deliver the highest value to customers!<\/p>\n\n\n\n

When working with other teams<\/strong>, agile minds are wired to think win-win, foster collaboration, and focus on shared goals!<\/p>\n\n\n\n

When working with self<\/strong>, agile minds are wired to look into their inner mirror, have the will to act and feel safe to experiment and learn! \u2018Being agile\u2019 delivers results and sustainable advantage. It does good for individuals, organizations, and customers. It requires re-wiring of the brain to create new neural pathways! It is possible.<\/p>\n\n\n\n

\u2018Being agile\u2019 delivers results and sustainable advantage. It does good for individuals, organizations, and customers. It requires re-wiring of the brain to create new neural pathways! It is possible.<\/p>\n","post_title":"Re-wiring for Agility","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"re-wiring-for-agility","to_ping":"","pinged":"","post_modified":"2024-11-27 10:45:57","post_modified_gmt":"2024-11-27 05:15:57","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=997750","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":991291,"post_author":"8","post_date":"2019-11-05 12:20:00","post_date_gmt":"2019-11-05 12:20:00","post_content":"\n

Ryan is frustrated. It happens again and again, same old problem. He approaches the team and says \u201c I didn\u2019t get any data from the system again !\u201d. Have you got any ideas to fix it?<\/p>\n\n\n\n

The reactions from the team members are the following:<\/p>\n\n\n\n

Fred : Well, that\u2019s bad.<\/p>\n\n\n\n

Frank[thinks]: I\u2019m glad, I didn\u2019t choose the task today.<\/p>\n\n\n\n

Ron : It was fine when I tried it yesterday.<\/p>\n\n\n\n

John : It helped me to restart my PC last night.<\/p>\n\n\n\n

What\u2019s the most optimal way to proceed?<\/strong><\/p>\n","post_title":"CHOW #171 \u2013 No data from the system again!","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-171-no-data-from-the-system-again-2","to_ping":"","pinged":"","post_modified":"2024-01-24 12:30:56","post_modified_gmt":"2024-01-24 12:30:56","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=991291","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"}; \n

When working on solutions, agile minds are wired to continuously deliver the highest value to customers!<\/p>\n\n\n\n

\u201cTeams\u201d dimension<\/strong><\/p>\n\n\n\n

We live in  world where solutions require multiple teams to work together to be of value. How should teams think and behave when collaborating with other teams?<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

Wiring: Collaborating Teams<\/em><\/p>\n\n\n\n

Let me start with the most damaging mindset. When senior team members or managers have ego clashes with their counterparts in other teams, neither team wins! Customer gets sub-optimal value and organization loses momentum.<\/p>\n\n\n\n

Another non-agile pattern is teams without goals or in many cases, teams are indifferent to the goals. Mindset is \u2018This is how it is here. Everything takes its own sweet time. Let me go along with it.\u2019. Another flavour to this pattern: the bar is set so low that such goals may as well not exist. Such teams deliver sub-optimal performance and there is lack of motivation to improve.<\/p>\n\n\n\n

To be fair, many practicing agile teams do focus on their goals \u2013 sprint goals, quarterly goals, release goals are clearly articulated and understood. Yet their performance is hindered by dependencies with other teams which seem to be operating in their own worlds!<\/p>\n\n\n\n

High performing agile teams are able to align continuously with shared goals which are typically one level above team\u2019s goals. This behaviour requires teams to be aware of streams of work that would create value to the customer and adapt their planning and execution continuously.<\/p>\n\n\n\n

When working with other teams, agile minds are wired to think win-win, foster collaboration, and focus on shared goals!<\/p>\n\n\n\n

\u201cSelf\u201d dimension<\/strong><\/p>\n\n\n\n

Eventually it comes to personal change! Toughest battleground. It starts with awareness of the need for change. It is not easy to believe when someone else points to the need for change. It is relatively easier to believe when the awareness comes within. It is tricky because I am the observer, and I am the observed. In other words, the quality of your inner mirror is vital to see a clear and complete picture of yourself and the need for change. Imagine a bathroom mirror with a hole \u2013 you may live your entire life without realizing that you have a nose!<\/p>\n\n\n\n

Awareness is not enough though. It happens to me all the time \u2013 I know I need to change something, yet I do not change. Let us take a simple example: I heard that if one avoids screen time for one hour before going to bed, sleep quality is better. I still cannot help watching something in my mobile while in bed. Moral of the story: \u201cKnowing what to change is hard enough but acting on the knowledge is harder!\u201d.<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

Wiring: Changing Self<\/strong><\/p>\n\n\n\n

Step one is awareness. If you are not aware, you are blissfully ignorant. One trap is your past success \u2013 there are set mental pathways that worked well for you in the past but gets in the way now. Once you are aware, the will to act is often dictated by your \u2018why\u2019. If I stop looking at my mobile before going to sleep, motivation will come from my desire for better quality sleep and an alert mind the next day! We are emotional creatures; Overcoming mental resistance \/ inertia -> requires emotional propulsion \u2013 overcoming fear, insecurity and how you feel about failure. Agile leaders can play a decisive role in cultivating the right kind of environment where it is ok to fail.<\/p>\n\n\n\n

When working with self, agile minds are wired to look into their inner mirror, have the will to act and feel safe to experiment and learn!<\/p>\n\n\n\n

Summary<\/strong><\/p>\n\n\n\n

There are three nested dimensions or contexts where agility shows up from the way we think, feel, and behave. How we create solutions? How we work with other teams in creating the solutions? How we change personally?<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

When working on solutions<\/strong>, agile minds are wired to continuously deliver the highest value to customers!<\/p>\n\n\n\n

When working with other teams<\/strong>, agile minds are wired to think win-win, foster collaboration, and focus on shared goals!<\/p>\n\n\n\n

When working with self<\/strong>, agile minds are wired to look into their inner mirror, have the will to act and feel safe to experiment and learn! \u2018Being agile\u2019 delivers results and sustainable advantage. It does good for individuals, organizations, and customers. It requires re-wiring of the brain to create new neural pathways! It is possible.<\/p>\n\n\n\n

\u2018Being agile\u2019 delivers results and sustainable advantage. It does good for individuals, organizations, and customers. It requires re-wiring of the brain to create new neural pathways! It is possible.<\/p>\n","post_title":"Re-wiring for Agility","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"re-wiring-for-agility","to_ping":"","pinged":"","post_modified":"2024-11-27 10:45:57","post_modified_gmt":"2024-11-27 05:15:57","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=997750","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":991291,"post_author":"8","post_date":"2019-11-05 12:20:00","post_date_gmt":"2019-11-05 12:20:00","post_content":"\n

Ryan is frustrated. It happens again and again, same old problem. He approaches the team and says \u201c I didn\u2019t get any data from the system again !\u201d. Have you got any ideas to fix it?<\/p>\n\n\n\n

The reactions from the team members are the following:<\/p>\n\n\n\n

Fred : Well, that\u2019s bad.<\/p>\n\n\n\n

Frank[thinks]: I\u2019m glad, I didn\u2019t choose the task today.<\/p>\n\n\n\n

Ron : It was fine when I tried it yesterday.<\/p>\n\n\n\n

John : It helped me to restart my PC last night.<\/p>\n\n\n\n

What\u2019s the most optimal way to proceed?<\/strong><\/p>\n","post_title":"CHOW #171 \u2013 No data from the system again!","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-171-no-data-from-the-system-again-2","to_ping":"","pinged":"","post_modified":"2024-01-24 12:30:56","post_modified_gmt":"2024-01-24 12:30:56","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=991291","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"}; \n

As a developer, I have often focused on my domain of interest or been motivated by a new technology or been simply interested in work that challenges me intellectually! Not that I was wrong, but all the time, my paramount focus needs to be about delivering highest value to the customers! It may require me to get out of my comfort zone in terms technology, domain, or degree of difficulty.<\/p>\n\n\n\n

When working on solutions, agile minds are wired to continuously deliver the highest value to customers!<\/p>\n\n\n\n

\u201cTeams\u201d dimension<\/strong><\/p>\n\n\n\n

We live in  world where solutions require multiple teams to work together to be of value. How should teams think and behave when collaborating with other teams?<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

Wiring: Collaborating Teams<\/em><\/p>\n\n\n\n

Let me start with the most damaging mindset. When senior team members or managers have ego clashes with their counterparts in other teams, neither team wins! Customer gets sub-optimal value and organization loses momentum.<\/p>\n\n\n\n

Another non-agile pattern is teams without goals or in many cases, teams are indifferent to the goals. Mindset is \u2018This is how it is here. Everything takes its own sweet time. Let me go along with it.\u2019. Another flavour to this pattern: the bar is set so low that such goals may as well not exist. Such teams deliver sub-optimal performance and there is lack of motivation to improve.<\/p>\n\n\n\n

To be fair, many practicing agile teams do focus on their goals \u2013 sprint goals, quarterly goals, release goals are clearly articulated and understood. Yet their performance is hindered by dependencies with other teams which seem to be operating in their own worlds!<\/p>\n\n\n\n

High performing agile teams are able to align continuously with shared goals which are typically one level above team\u2019s goals. This behaviour requires teams to be aware of streams of work that would create value to the customer and adapt their planning and execution continuously.<\/p>\n\n\n\n

When working with other teams, agile minds are wired to think win-win, foster collaboration, and focus on shared goals!<\/p>\n\n\n\n

\u201cSelf\u201d dimension<\/strong><\/p>\n\n\n\n

Eventually it comes to personal change! Toughest battleground. It starts with awareness of the need for change. It is not easy to believe when someone else points to the need for change. It is relatively easier to believe when the awareness comes within. It is tricky because I am the observer, and I am the observed. In other words, the quality of your inner mirror is vital to see a clear and complete picture of yourself and the need for change. Imagine a bathroom mirror with a hole \u2013 you may live your entire life without realizing that you have a nose!<\/p>\n\n\n\n

Awareness is not enough though. It happens to me all the time \u2013 I know I need to change something, yet I do not change. Let us take a simple example: I heard that if one avoids screen time for one hour before going to bed, sleep quality is better. I still cannot help watching something in my mobile while in bed. Moral of the story: \u201cKnowing what to change is hard enough but acting on the knowledge is harder!\u201d.<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

Wiring: Changing Self<\/strong><\/p>\n\n\n\n

Step one is awareness. If you are not aware, you are blissfully ignorant. One trap is your past success \u2013 there are set mental pathways that worked well for you in the past but gets in the way now. Once you are aware, the will to act is often dictated by your \u2018why\u2019. If I stop looking at my mobile before going to sleep, motivation will come from my desire for better quality sleep and an alert mind the next day! We are emotional creatures; Overcoming mental resistance \/ inertia -> requires emotional propulsion \u2013 overcoming fear, insecurity and how you feel about failure. Agile leaders can play a decisive role in cultivating the right kind of environment where it is ok to fail.<\/p>\n\n\n\n

When working with self, agile minds are wired to look into their inner mirror, have the will to act and feel safe to experiment and learn!<\/p>\n\n\n\n

Summary<\/strong><\/p>\n\n\n\n

There are three nested dimensions or contexts where agility shows up from the way we think, feel, and behave. How we create solutions? How we work with other teams in creating the solutions? How we change personally?<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

When working on solutions<\/strong>, agile minds are wired to continuously deliver the highest value to customers!<\/p>\n\n\n\n

When working with other teams<\/strong>, agile minds are wired to think win-win, foster collaboration, and focus on shared goals!<\/p>\n\n\n\n

When working with self<\/strong>, agile minds are wired to look into their inner mirror, have the will to act and feel safe to experiment and learn! \u2018Being agile\u2019 delivers results and sustainable advantage. It does good for individuals, organizations, and customers. It requires re-wiring of the brain to create new neural pathways! It is possible.<\/p>\n\n\n\n

\u2018Being agile\u2019 delivers results and sustainable advantage. It does good for individuals, organizations, and customers. It requires re-wiring of the brain to create new neural pathways! It is possible.<\/p>\n","post_title":"Re-wiring for Agility","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"re-wiring-for-agility","to_ping":"","pinged":"","post_modified":"2024-11-27 10:45:57","post_modified_gmt":"2024-11-27 05:15:57","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=997750","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":991291,"post_author":"8","post_date":"2019-11-05 12:20:00","post_date_gmt":"2019-11-05 12:20:00","post_content":"\n

Ryan is frustrated. It happens again and again, same old problem. He approaches the team and says \u201c I didn\u2019t get any data from the system again !\u201d. Have you got any ideas to fix it?<\/p>\n\n\n\n

The reactions from the team members are the following:<\/p>\n\n\n\n

Fred : Well, that\u2019s bad.<\/p>\n\n\n\n

Frank[thinks]: I\u2019m glad, I didn\u2019t choose the task today.<\/p>\n\n\n\n

Ron : It was fine when I tried it yesterday.<\/p>\n\n\n\n

John : It helped me to restart my PC last night.<\/p>\n\n\n\n

What\u2019s the most optimal way to proceed?<\/strong><\/p>\n","post_title":"CHOW #171 \u2013 No data from the system again!","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-171-no-data-from-the-system-again-2","to_ping":"","pinged":"","post_modified":"2024-01-24 12:30:56","post_modified_gmt":"2024-01-24 12:30:56","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=991291","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"}; \n

\"\"<\/figure>\n\n\n\n

As a developer, I have often focused on my domain of interest or been motivated by a new technology or been simply interested in work that challenges me intellectually! Not that I was wrong, but all the time, my paramount focus needs to be about delivering highest value to the customers! It may require me to get out of my comfort zone in terms technology, domain, or degree of difficulty.<\/p>\n\n\n\n

When working on solutions, agile minds are wired to continuously deliver the highest value to customers!<\/p>\n\n\n\n

\u201cTeams\u201d dimension<\/strong><\/p>\n\n\n\n

We live in  world where solutions require multiple teams to work together to be of value. How should teams think and behave when collaborating with other teams?<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

Wiring: Collaborating Teams<\/em><\/p>\n\n\n\n

Let me start with the most damaging mindset. When senior team members or managers have ego clashes with their counterparts in other teams, neither team wins! Customer gets sub-optimal value and organization loses momentum.<\/p>\n\n\n\n

Another non-agile pattern is teams without goals or in many cases, teams are indifferent to the goals. Mindset is \u2018This is how it is here. Everything takes its own sweet time. Let me go along with it.\u2019. Another flavour to this pattern: the bar is set so low that such goals may as well not exist. Such teams deliver sub-optimal performance and there is lack of motivation to improve.<\/p>\n\n\n\n

To be fair, many practicing agile teams do focus on their goals \u2013 sprint goals, quarterly goals, release goals are clearly articulated and understood. Yet their performance is hindered by dependencies with other teams which seem to be operating in their own worlds!<\/p>\n\n\n\n

High performing agile teams are able to align continuously with shared goals which are typically one level above team\u2019s goals. This behaviour requires teams to be aware of streams of work that would create value to the customer and adapt their planning and execution continuously.<\/p>\n\n\n\n

When working with other teams, agile minds are wired to think win-win, foster collaboration, and focus on shared goals!<\/p>\n\n\n\n

\u201cSelf\u201d dimension<\/strong><\/p>\n\n\n\n

Eventually it comes to personal change! Toughest battleground. It starts with awareness of the need for change. It is not easy to believe when someone else points to the need for change. It is relatively easier to believe when the awareness comes within. It is tricky because I am the observer, and I am the observed. In other words, the quality of your inner mirror is vital to see a clear and complete picture of yourself and the need for change. Imagine a bathroom mirror with a hole \u2013 you may live your entire life without realizing that you have a nose!<\/p>\n\n\n\n

Awareness is not enough though. It happens to me all the time \u2013 I know I need to change something, yet I do not change. Let us take a simple example: I heard that if one avoids screen time for one hour before going to bed, sleep quality is better. I still cannot help watching something in my mobile while in bed. Moral of the story: \u201cKnowing what to change is hard enough but acting on the knowledge is harder!\u201d.<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

Wiring: Changing Self<\/strong><\/p>\n\n\n\n

Step one is awareness. If you are not aware, you are blissfully ignorant. One trap is your past success \u2013 there are set mental pathways that worked well for you in the past but gets in the way now. Once you are aware, the will to act is often dictated by your \u2018why\u2019. If I stop looking at my mobile before going to sleep, motivation will come from my desire for better quality sleep and an alert mind the next day! We are emotional creatures; Overcoming mental resistance \/ inertia -> requires emotional propulsion \u2013 overcoming fear, insecurity and how you feel about failure. Agile leaders can play a decisive role in cultivating the right kind of environment where it is ok to fail.<\/p>\n\n\n\n

When working with self, agile minds are wired to look into their inner mirror, have the will to act and feel safe to experiment and learn!<\/p>\n\n\n\n

Summary<\/strong><\/p>\n\n\n\n

There are three nested dimensions or contexts where agility shows up from the way we think, feel, and behave. How we create solutions? How we work with other teams in creating the solutions? How we change personally?<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

When working on solutions<\/strong>, agile minds are wired to continuously deliver the highest value to customers!<\/p>\n\n\n\n

When working with other teams<\/strong>, agile minds are wired to think win-win, foster collaboration, and focus on shared goals!<\/p>\n\n\n\n

When working with self<\/strong>, agile minds are wired to look into their inner mirror, have the will to act and feel safe to experiment and learn! \u2018Being agile\u2019 delivers results and sustainable advantage. It does good for individuals, organizations, and customers. It requires re-wiring of the brain to create new neural pathways! It is possible.<\/p>\n\n\n\n

\u2018Being agile\u2019 delivers results and sustainable advantage. It does good for individuals, organizations, and customers. It requires re-wiring of the brain to create new neural pathways! It is possible.<\/p>\n","post_title":"Re-wiring for Agility","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"re-wiring-for-agility","to_ping":"","pinged":"","post_modified":"2024-11-27 10:45:57","post_modified_gmt":"2024-11-27 05:15:57","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=997750","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":991291,"post_author":"8","post_date":"2019-11-05 12:20:00","post_date_gmt":"2019-11-05 12:20:00","post_content":"\n

Ryan is frustrated. It happens again and again, same old problem. He approaches the team and says \u201c I didn\u2019t get any data from the system again !\u201d. Have you got any ideas to fix it?<\/p>\n\n\n\n

The reactions from the team members are the following:<\/p>\n\n\n\n

Fred : Well, that\u2019s bad.<\/p>\n\n\n\n

Frank[thinks]: I\u2019m glad, I didn\u2019t choose the task today.<\/p>\n\n\n\n

Ron : It was fine when I tried it yesterday.<\/p>\n\n\n\n

John : It helped me to restart my PC last night.<\/p>\n\n\n\n

What\u2019s the most optimal way to proceed?<\/strong><\/p>\n","post_title":"CHOW #171 \u2013 No data from the system again!","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-171-no-data-from-the-system-again-2","to_ping":"","pinged":"","post_modified":"2024-01-24 12:30:56","post_modified_gmt":"2024-01-24 12:30:56","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=991291","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"}; \n

Wiring: Right Solutions<\/strong><\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

As a developer, I have often focused on my domain of interest or been motivated by a new technology or been simply interested in work that challenges me intellectually! Not that I was wrong, but all the time, my paramount focus needs to be about delivering highest value to the customers! It may require me to get out of my comfort zone in terms technology, domain, or degree of difficulty.<\/p>\n\n\n\n

When working on solutions, agile minds are wired to continuously deliver the highest value to customers!<\/p>\n\n\n\n

\u201cTeams\u201d dimension<\/strong><\/p>\n\n\n\n

We live in  world where solutions require multiple teams to work together to be of value. How should teams think and behave when collaborating with other teams?<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

Wiring: Collaborating Teams<\/em><\/p>\n\n\n\n

Let me start with the most damaging mindset. When senior team members or managers have ego clashes with their counterparts in other teams, neither team wins! Customer gets sub-optimal value and organization loses momentum.<\/p>\n\n\n\n

Another non-agile pattern is teams without goals or in many cases, teams are indifferent to the goals. Mindset is \u2018This is how it is here. Everything takes its own sweet time. Let me go along with it.\u2019. Another flavour to this pattern: the bar is set so low that such goals may as well not exist. Such teams deliver sub-optimal performance and there is lack of motivation to improve.<\/p>\n\n\n\n

To be fair, many practicing agile teams do focus on their goals \u2013 sprint goals, quarterly goals, release goals are clearly articulated and understood. Yet their performance is hindered by dependencies with other teams which seem to be operating in their own worlds!<\/p>\n\n\n\n

High performing agile teams are able to align continuously with shared goals which are typically one level above team\u2019s goals. This behaviour requires teams to be aware of streams of work that would create value to the customer and adapt their planning and execution continuously.<\/p>\n\n\n\n

When working with other teams, agile minds are wired to think win-win, foster collaboration, and focus on shared goals!<\/p>\n\n\n\n

\u201cSelf\u201d dimension<\/strong><\/p>\n\n\n\n

Eventually it comes to personal change! Toughest battleground. It starts with awareness of the need for change. It is not easy to believe when someone else points to the need for change. It is relatively easier to believe when the awareness comes within. It is tricky because I am the observer, and I am the observed. In other words, the quality of your inner mirror is vital to see a clear and complete picture of yourself and the need for change. Imagine a bathroom mirror with a hole \u2013 you may live your entire life without realizing that you have a nose!<\/p>\n\n\n\n

Awareness is not enough though. It happens to me all the time \u2013 I know I need to change something, yet I do not change. Let us take a simple example: I heard that if one avoids screen time for one hour before going to bed, sleep quality is better. I still cannot help watching something in my mobile while in bed. Moral of the story: \u201cKnowing what to change is hard enough but acting on the knowledge is harder!\u201d.<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

Wiring: Changing Self<\/strong><\/p>\n\n\n\n

Step one is awareness. If you are not aware, you are blissfully ignorant. One trap is your past success \u2013 there are set mental pathways that worked well for you in the past but gets in the way now. Once you are aware, the will to act is often dictated by your \u2018why\u2019. If I stop looking at my mobile before going to sleep, motivation will come from my desire for better quality sleep and an alert mind the next day! We are emotional creatures; Overcoming mental resistance \/ inertia -> requires emotional propulsion \u2013 overcoming fear, insecurity and how you feel about failure. Agile leaders can play a decisive role in cultivating the right kind of environment where it is ok to fail.<\/p>\n\n\n\n

When working with self, agile minds are wired to look into their inner mirror, have the will to act and feel safe to experiment and learn!<\/p>\n\n\n\n

Summary<\/strong><\/p>\n\n\n\n

There are three nested dimensions or contexts where agility shows up from the way we think, feel, and behave. How we create solutions? How we work with other teams in creating the solutions? How we change personally?<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

When working on solutions<\/strong>, agile minds are wired to continuously deliver the highest value to customers!<\/p>\n\n\n\n

When working with other teams<\/strong>, agile minds are wired to think win-win, foster collaboration, and focus on shared goals!<\/p>\n\n\n\n

When working with self<\/strong>, agile minds are wired to look into their inner mirror, have the will to act and feel safe to experiment and learn! \u2018Being agile\u2019 delivers results and sustainable advantage. It does good for individuals, organizations, and customers. It requires re-wiring of the brain to create new neural pathways! It is possible.<\/p>\n\n\n\n

\u2018Being agile\u2019 delivers results and sustainable advantage. It does good for individuals, organizations, and customers. It requires re-wiring of the brain to create new neural pathways! It is possible.<\/p>\n","post_title":"Re-wiring for Agility","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"re-wiring-for-agility","to_ping":"","pinged":"","post_modified":"2024-11-27 10:45:57","post_modified_gmt":"2024-11-27 05:15:57","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=997750","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":991291,"post_author":"8","post_date":"2019-11-05 12:20:00","post_date_gmt":"2019-11-05 12:20:00","post_content":"\n

Ryan is frustrated. It happens again and again, same old problem. He approaches the team and says \u201c I didn\u2019t get any data from the system again !\u201d. Have you got any ideas to fix it?<\/p>\n\n\n\n

The reactions from the team members are the following:<\/p>\n\n\n\n

Fred : Well, that\u2019s bad.<\/p>\n\n\n\n

Frank[thinks]: I\u2019m glad, I didn\u2019t choose the task today.<\/p>\n\n\n\n

Ron : It was fine when I tried it yesterday.<\/p>\n\n\n\n

John : It helped me to restart my PC last night.<\/p>\n\n\n\n

What\u2019s the most optimal way to proceed?<\/strong><\/p>\n","post_title":"CHOW #171 \u2013 No data from the system again!","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-171-no-data-from-the-system-again-2","to_ping":"","pinged":"","post_modified":"2024-01-24 12:30:56","post_modified_gmt":"2024-01-24 12:30:56","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=991291","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"}; \n

Metaphorically \u201cDistance\u201d between Developer & User has increased as we scale! User narratives get abstracted and feedback loops are less effective! Organizations need to find ways to reduce this \u2018distance.\u2019 In my experience, collaborative practices alone are not enough but need to be supported by willingness to invest time and energy from all members.<\/p>\n\n\n\n

Wiring: Right Solutions<\/strong><\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

As a developer, I have often focused on my domain of interest or been motivated by a new technology or been simply interested in work that challenges me intellectually! Not that I was wrong, but all the time, my paramount focus needs to be about delivering highest value to the customers! It may require me to get out of my comfort zone in terms technology, domain, or degree of difficulty.<\/p>\n\n\n\n

When working on solutions, agile minds are wired to continuously deliver the highest value to customers!<\/p>\n\n\n\n

\u201cTeams\u201d dimension<\/strong><\/p>\n\n\n\n

We live in  world where solutions require multiple teams to work together to be of value. How should teams think and behave when collaborating with other teams?<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

Wiring: Collaborating Teams<\/em><\/p>\n\n\n\n

Let me start with the most damaging mindset. When senior team members or managers have ego clashes with their counterparts in other teams, neither team wins! Customer gets sub-optimal value and organization loses momentum.<\/p>\n\n\n\n

Another non-agile pattern is teams without goals or in many cases, teams are indifferent to the goals. Mindset is \u2018This is how it is here. Everything takes its own sweet time. Let me go along with it.\u2019. Another flavour to this pattern: the bar is set so low that such goals may as well not exist. Such teams deliver sub-optimal performance and there is lack of motivation to improve.<\/p>\n\n\n\n

To be fair, many practicing agile teams do focus on their goals \u2013 sprint goals, quarterly goals, release goals are clearly articulated and understood. Yet their performance is hindered by dependencies with other teams which seem to be operating in their own worlds!<\/p>\n\n\n\n

High performing agile teams are able to align continuously with shared goals which are typically one level above team\u2019s goals. This behaviour requires teams to be aware of streams of work that would create value to the customer and adapt their planning and execution continuously.<\/p>\n\n\n\n

When working with other teams, agile minds are wired to think win-win, foster collaboration, and focus on shared goals!<\/p>\n\n\n\n

\u201cSelf\u201d dimension<\/strong><\/p>\n\n\n\n

Eventually it comes to personal change! Toughest battleground. It starts with awareness of the need for change. It is not easy to believe when someone else points to the need for change. It is relatively easier to believe when the awareness comes within. It is tricky because I am the observer, and I am the observed. In other words, the quality of your inner mirror is vital to see a clear and complete picture of yourself and the need for change. Imagine a bathroom mirror with a hole \u2013 you may live your entire life without realizing that you have a nose!<\/p>\n\n\n\n

Awareness is not enough though. It happens to me all the time \u2013 I know I need to change something, yet I do not change. Let us take a simple example: I heard that if one avoids screen time for one hour before going to bed, sleep quality is better. I still cannot help watching something in my mobile while in bed. Moral of the story: \u201cKnowing what to change is hard enough but acting on the knowledge is harder!\u201d.<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

Wiring: Changing Self<\/strong><\/p>\n\n\n\n

Step one is awareness. If you are not aware, you are blissfully ignorant. One trap is your past success \u2013 there are set mental pathways that worked well for you in the past but gets in the way now. Once you are aware, the will to act is often dictated by your \u2018why\u2019. If I stop looking at my mobile before going to sleep, motivation will come from my desire for better quality sleep and an alert mind the next day! We are emotional creatures; Overcoming mental resistance \/ inertia -> requires emotional propulsion \u2013 overcoming fear, insecurity and how you feel about failure. Agile leaders can play a decisive role in cultivating the right kind of environment where it is ok to fail.<\/p>\n\n\n\n

When working with self, agile minds are wired to look into their inner mirror, have the will to act and feel safe to experiment and learn!<\/p>\n\n\n\n

Summary<\/strong><\/p>\n\n\n\n

There are three nested dimensions or contexts where agility shows up from the way we think, feel, and behave. How we create solutions? How we work with other teams in creating the solutions? How we change personally?<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

When working on solutions<\/strong>, agile minds are wired to continuously deliver the highest value to customers!<\/p>\n\n\n\n

When working with other teams<\/strong>, agile minds are wired to think win-win, foster collaboration, and focus on shared goals!<\/p>\n\n\n\n

When working with self<\/strong>, agile minds are wired to look into their inner mirror, have the will to act and feel safe to experiment and learn! \u2018Being agile\u2019 delivers results and sustainable advantage. It does good for individuals, organizations, and customers. It requires re-wiring of the brain to create new neural pathways! It is possible.<\/p>\n\n\n\n

\u2018Being agile\u2019 delivers results and sustainable advantage. It does good for individuals, organizations, and customers. It requires re-wiring of the brain to create new neural pathways! It is possible.<\/p>\n","post_title":"Re-wiring for Agility","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"re-wiring-for-agility","to_ping":"","pinged":"","post_modified":"2024-11-27 10:45:57","post_modified_gmt":"2024-11-27 05:15:57","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=997750","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":991291,"post_author":"8","post_date":"2019-11-05 12:20:00","post_date_gmt":"2019-11-05 12:20:00","post_content":"\n

Ryan is frustrated. It happens again and again, same old problem. He approaches the team and says \u201c I didn\u2019t get any data from the system again !\u201d. Have you got any ideas to fix it?<\/p>\n\n\n\n

The reactions from the team members are the following:<\/p>\n\n\n\n

Fred : Well, that\u2019s bad.<\/p>\n\n\n\n

Frank[thinks]: I\u2019m glad, I didn\u2019t choose the task today.<\/p>\n\n\n\n

Ron : It was fine when I tried it yesterday.<\/p>\n\n\n\n

John : It helped me to restart my PC last night.<\/p>\n\n\n\n

What\u2019s the most optimal way to proceed?<\/strong><\/p>\n","post_title":"CHOW #171 \u2013 No data from the system again!","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-171-no-data-from-the-system-again-2","to_ping":"","pinged":"","post_modified":"2024-01-24 12:30:56","post_modified_gmt":"2024-01-24 12:30:56","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=991291","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"}; \n

\"\"<\/figure>\n\n\n\n

Metaphorically \u201cDistance\u201d between Developer & User has increased as we scale! User narratives get abstracted and feedback loops are less effective! Organizations need to find ways to reduce this \u2018distance.\u2019 In my experience, collaborative practices alone are not enough but need to be supported by willingness to invest time and energy from all members.<\/p>\n\n\n\n

Wiring: Right Solutions<\/strong><\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

As a developer, I have often focused on my domain of interest or been motivated by a new technology or been simply interested in work that challenges me intellectually! Not that I was wrong, but all the time, my paramount focus needs to be about delivering highest value to the customers! It may require me to get out of my comfort zone in terms technology, domain, or degree of difficulty.<\/p>\n\n\n\n

When working on solutions, agile minds are wired to continuously deliver the highest value to customers!<\/p>\n\n\n\n

\u201cTeams\u201d dimension<\/strong><\/p>\n\n\n\n

We live in  world where solutions require multiple teams to work together to be of value. How should teams think and behave when collaborating with other teams?<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

Wiring: Collaborating Teams<\/em><\/p>\n\n\n\n

Let me start with the most damaging mindset. When senior team members or managers have ego clashes with their counterparts in other teams, neither team wins! Customer gets sub-optimal value and organization loses momentum.<\/p>\n\n\n\n

Another non-agile pattern is teams without goals or in many cases, teams are indifferent to the goals. Mindset is \u2018This is how it is here. Everything takes its own sweet time. Let me go along with it.\u2019. Another flavour to this pattern: the bar is set so low that such goals may as well not exist. Such teams deliver sub-optimal performance and there is lack of motivation to improve.<\/p>\n\n\n\n

To be fair, many practicing agile teams do focus on their goals \u2013 sprint goals, quarterly goals, release goals are clearly articulated and understood. Yet their performance is hindered by dependencies with other teams which seem to be operating in their own worlds!<\/p>\n\n\n\n

High performing agile teams are able to align continuously with shared goals which are typically one level above team\u2019s goals. This behaviour requires teams to be aware of streams of work that would create value to the customer and adapt their planning and execution continuously.<\/p>\n\n\n\n

When working with other teams, agile minds are wired to think win-win, foster collaboration, and focus on shared goals!<\/p>\n\n\n\n

\u201cSelf\u201d dimension<\/strong><\/p>\n\n\n\n

Eventually it comes to personal change! Toughest battleground. It starts with awareness of the need for change. It is not easy to believe when someone else points to the need for change. It is relatively easier to believe when the awareness comes within. It is tricky because I am the observer, and I am the observed. In other words, the quality of your inner mirror is vital to see a clear and complete picture of yourself and the need for change. Imagine a bathroom mirror with a hole \u2013 you may live your entire life without realizing that you have a nose!<\/p>\n\n\n\n

Awareness is not enough though. It happens to me all the time \u2013 I know I need to change something, yet I do not change. Let us take a simple example: I heard that if one avoids screen time for one hour before going to bed, sleep quality is better. I still cannot help watching something in my mobile while in bed. Moral of the story: \u201cKnowing what to change is hard enough but acting on the knowledge is harder!\u201d.<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

Wiring: Changing Self<\/strong><\/p>\n\n\n\n

Step one is awareness. If you are not aware, you are blissfully ignorant. One trap is your past success \u2013 there are set mental pathways that worked well for you in the past but gets in the way now. Once you are aware, the will to act is often dictated by your \u2018why\u2019. If I stop looking at my mobile before going to sleep, motivation will come from my desire for better quality sleep and an alert mind the next day! We are emotional creatures; Overcoming mental resistance \/ inertia -> requires emotional propulsion \u2013 overcoming fear, insecurity and how you feel about failure. Agile leaders can play a decisive role in cultivating the right kind of environment where it is ok to fail.<\/p>\n\n\n\n

When working with self, agile minds are wired to look into their inner mirror, have the will to act and feel safe to experiment and learn!<\/p>\n\n\n\n

Summary<\/strong><\/p>\n\n\n\n

There are three nested dimensions or contexts where agility shows up from the way we think, feel, and behave. How we create solutions? How we work with other teams in creating the solutions? How we change personally?<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

When working on solutions<\/strong>, agile minds are wired to continuously deliver the highest value to customers!<\/p>\n\n\n\n

When working with other teams<\/strong>, agile minds are wired to think win-win, foster collaboration, and focus on shared goals!<\/p>\n\n\n\n

When working with self<\/strong>, agile minds are wired to look into their inner mirror, have the will to act and feel safe to experiment and learn! \u2018Being agile\u2019 delivers results and sustainable advantage. It does good for individuals, organizations, and customers. It requires re-wiring of the brain to create new neural pathways! It is possible.<\/p>\n\n\n\n

\u2018Being agile\u2019 delivers results and sustainable advantage. It does good for individuals, organizations, and customers. It requires re-wiring of the brain to create new neural pathways! It is possible.<\/p>\n","post_title":"Re-wiring for Agility","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"re-wiring-for-agility","to_ping":"","pinged":"","post_modified":"2024-11-27 10:45:57","post_modified_gmt":"2024-11-27 05:15:57","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=997750","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":991291,"post_author":"8","post_date":"2019-11-05 12:20:00","post_date_gmt":"2019-11-05 12:20:00","post_content":"\n

Ryan is frustrated. It happens again and again, same old problem. He approaches the team and says \u201c I didn\u2019t get any data from the system again !\u201d. Have you got any ideas to fix it?<\/p>\n\n\n\n

The reactions from the team members are the following:<\/p>\n\n\n\n

Fred : Well, that\u2019s bad.<\/p>\n\n\n\n

Frank[thinks]: I\u2019m glad, I didn\u2019t choose the task today.<\/p>\n\n\n\n

Ron : It was fine when I tried it yesterday.<\/p>\n\n\n\n

John : It helped me to restart my PC last night.<\/p>\n\n\n\n

What\u2019s the most optimal way to proceed?<\/strong><\/p>\n","post_title":"CHOW #171 \u2013 No data from the system again!","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-171-no-data-from-the-system-again-2","to_ping":"","pinged":"","post_modified":"2024-01-24 12:30:56","post_modified_gmt":"2024-01-24 12:30:56","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=991291","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"}; \n

Agility is essentially about delivering the highest value to customers. This must be paramount in the minds of the developers. For a few good reasons, many developers in large organizations find it difficult to relate to the actual users of the software product. When I started my software career, we worked alongside the users of my solution in another floor or an adjacent building. Today the \u2018distance\u2019 between the developer and the user has increased multi-fold. Picture below is typical in large software product development organizations:<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

Metaphorically \u201cDistance\u201d between Developer & User has increased as we scale! User narratives get abstracted and feedback loops are less effective! Organizations need to find ways to reduce this \u2018distance.\u2019 In my experience, collaborative practices alone are not enough but need to be supported by willingness to invest time and energy from all members.<\/p>\n\n\n\n

Wiring: Right Solutions<\/strong><\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

As a developer, I have often focused on my domain of interest or been motivated by a new technology or been simply interested in work that challenges me intellectually! Not that I was wrong, but all the time, my paramount focus needs to be about delivering highest value to the customers! It may require me to get out of my comfort zone in terms technology, domain, or degree of difficulty.<\/p>\n\n\n\n

When working on solutions, agile minds are wired to continuously deliver the highest value to customers!<\/p>\n\n\n\n

\u201cTeams\u201d dimension<\/strong><\/p>\n\n\n\n

We live in  world where solutions require multiple teams to work together to be of value. How should teams think and behave when collaborating with other teams?<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

Wiring: Collaborating Teams<\/em><\/p>\n\n\n\n

Let me start with the most damaging mindset. When senior team members or managers have ego clashes with their counterparts in other teams, neither team wins! Customer gets sub-optimal value and organization loses momentum.<\/p>\n\n\n\n

Another non-agile pattern is teams without goals or in many cases, teams are indifferent to the goals. Mindset is \u2018This is how it is here. Everything takes its own sweet time. Let me go along with it.\u2019. Another flavour to this pattern: the bar is set so low that such goals may as well not exist. Such teams deliver sub-optimal performance and there is lack of motivation to improve.<\/p>\n\n\n\n

To be fair, many practicing agile teams do focus on their goals \u2013 sprint goals, quarterly goals, release goals are clearly articulated and understood. Yet their performance is hindered by dependencies with other teams which seem to be operating in their own worlds!<\/p>\n\n\n\n

High performing agile teams are able to align continuously with shared goals which are typically one level above team\u2019s goals. This behaviour requires teams to be aware of streams of work that would create value to the customer and adapt their planning and execution continuously.<\/p>\n\n\n\n

When working with other teams, agile minds are wired to think win-win, foster collaboration, and focus on shared goals!<\/p>\n\n\n\n

\u201cSelf\u201d dimension<\/strong><\/p>\n\n\n\n

Eventually it comes to personal change! Toughest battleground. It starts with awareness of the need for change. It is not easy to believe when someone else points to the need for change. It is relatively easier to believe when the awareness comes within. It is tricky because I am the observer, and I am the observed. In other words, the quality of your inner mirror is vital to see a clear and complete picture of yourself and the need for change. Imagine a bathroom mirror with a hole \u2013 you may live your entire life without realizing that you have a nose!<\/p>\n\n\n\n

Awareness is not enough though. It happens to me all the time \u2013 I know I need to change something, yet I do not change. Let us take a simple example: I heard that if one avoids screen time for one hour before going to bed, sleep quality is better. I still cannot help watching something in my mobile while in bed. Moral of the story: \u201cKnowing what to change is hard enough but acting on the knowledge is harder!\u201d.<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

Wiring: Changing Self<\/strong><\/p>\n\n\n\n

Step one is awareness. If you are not aware, you are blissfully ignorant. One trap is your past success \u2013 there are set mental pathways that worked well for you in the past but gets in the way now. Once you are aware, the will to act is often dictated by your \u2018why\u2019. If I stop looking at my mobile before going to sleep, motivation will come from my desire for better quality sleep and an alert mind the next day! We are emotional creatures; Overcoming mental resistance \/ inertia -> requires emotional propulsion \u2013 overcoming fear, insecurity and how you feel about failure. Agile leaders can play a decisive role in cultivating the right kind of environment where it is ok to fail.<\/p>\n\n\n\n

When working with self, agile minds are wired to look into their inner mirror, have the will to act and feel safe to experiment and learn!<\/p>\n\n\n\n

Summary<\/strong><\/p>\n\n\n\n

There are three nested dimensions or contexts where agility shows up from the way we think, feel, and behave. How we create solutions? How we work with other teams in creating the solutions? How we change personally?<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

When working on solutions<\/strong>, agile minds are wired to continuously deliver the highest value to customers!<\/p>\n\n\n\n

When working with other teams<\/strong>, agile minds are wired to think win-win, foster collaboration, and focus on shared goals!<\/p>\n\n\n\n

When working with self<\/strong>, agile minds are wired to look into their inner mirror, have the will to act and feel safe to experiment and learn! \u2018Being agile\u2019 delivers results and sustainable advantage. It does good for individuals, organizations, and customers. It requires re-wiring of the brain to create new neural pathways! It is possible.<\/p>\n\n\n\n

\u2018Being agile\u2019 delivers results and sustainable advantage. It does good for individuals, organizations, and customers. It requires re-wiring of the brain to create new neural pathways! It is possible.<\/p>\n","post_title":"Re-wiring for Agility","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"re-wiring-for-agility","to_ping":"","pinged":"","post_modified":"2024-11-27 10:45:57","post_modified_gmt":"2024-11-27 05:15:57","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=997750","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":991291,"post_author":"8","post_date":"2019-11-05 12:20:00","post_date_gmt":"2019-11-05 12:20:00","post_content":"\n

Ryan is frustrated. It happens again and again, same old problem. He approaches the team and says \u201c I didn\u2019t get any data from the system again !\u201d. Have you got any ideas to fix it?<\/p>\n\n\n\n

The reactions from the team members are the following:<\/p>\n\n\n\n

Fred : Well, that\u2019s bad.<\/p>\n\n\n\n

Frank[thinks]: I\u2019m glad, I didn\u2019t choose the task today.<\/p>\n\n\n\n

Ron : It was fine when I tried it yesterday.<\/p>\n\n\n\n

John : It helped me to restart my PC last night.<\/p>\n\n\n\n

What\u2019s the most optimal way to proceed?<\/strong><\/p>\n","post_title":"CHOW #171 \u2013 No data from the system again!","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-171-no-data-from-the-system-again-2","to_ping":"","pinged":"","post_modified":"2024-01-24 12:30:56","post_modified_gmt":"2024-01-24 12:30:56","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=991291","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"}; \n

\u201cSolutions\u201d dimension<\/strong><\/p>\n\n\n\n

Agility is essentially about delivering the highest value to customers. This must be paramount in the minds of the developers. For a few good reasons, many developers in large organizations find it difficult to relate to the actual users of the software product. When I started my software career, we worked alongside the users of my solution in another floor or an adjacent building. Today the \u2018distance\u2019 between the developer and the user has increased multi-fold. Picture below is typical in large software product development organizations:<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

Metaphorically \u201cDistance\u201d between Developer & User has increased as we scale! User narratives get abstracted and feedback loops are less effective! Organizations need to find ways to reduce this \u2018distance.\u2019 In my experience, collaborative practices alone are not enough but need to be supported by willingness to invest time and energy from all members.<\/p>\n\n\n\n

Wiring: Right Solutions<\/strong><\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

As a developer, I have often focused on my domain of interest or been motivated by a new technology or been simply interested in work that challenges me intellectually! Not that I was wrong, but all the time, my paramount focus needs to be about delivering highest value to the customers! It may require me to get out of my comfort zone in terms technology, domain, or degree of difficulty.<\/p>\n\n\n\n

When working on solutions, agile minds are wired to continuously deliver the highest value to customers!<\/p>\n\n\n\n

\u201cTeams\u201d dimension<\/strong><\/p>\n\n\n\n

We live in  world where solutions require multiple teams to work together to be of value. How should teams think and behave when collaborating with other teams?<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

Wiring: Collaborating Teams<\/em><\/p>\n\n\n\n

Let me start with the most damaging mindset. When senior team members or managers have ego clashes with their counterparts in other teams, neither team wins! Customer gets sub-optimal value and organization loses momentum.<\/p>\n\n\n\n

Another non-agile pattern is teams without goals or in many cases, teams are indifferent to the goals. Mindset is \u2018This is how it is here. Everything takes its own sweet time. Let me go along with it.\u2019. Another flavour to this pattern: the bar is set so low that such goals may as well not exist. Such teams deliver sub-optimal performance and there is lack of motivation to improve.<\/p>\n\n\n\n

To be fair, many practicing agile teams do focus on their goals \u2013 sprint goals, quarterly goals, release goals are clearly articulated and understood. Yet their performance is hindered by dependencies with other teams which seem to be operating in their own worlds!<\/p>\n\n\n\n

High performing agile teams are able to align continuously with shared goals which are typically one level above team\u2019s goals. This behaviour requires teams to be aware of streams of work that would create value to the customer and adapt their planning and execution continuously.<\/p>\n\n\n\n

When working with other teams, agile minds are wired to think win-win, foster collaboration, and focus on shared goals!<\/p>\n\n\n\n

\u201cSelf\u201d dimension<\/strong><\/p>\n\n\n\n

Eventually it comes to personal change! Toughest battleground. It starts with awareness of the need for change. It is not easy to believe when someone else points to the need for change. It is relatively easier to believe when the awareness comes within. It is tricky because I am the observer, and I am the observed. In other words, the quality of your inner mirror is vital to see a clear and complete picture of yourself and the need for change. Imagine a bathroom mirror with a hole \u2013 you may live your entire life without realizing that you have a nose!<\/p>\n\n\n\n

Awareness is not enough though. It happens to me all the time \u2013 I know I need to change something, yet I do not change. Let us take a simple example: I heard that if one avoids screen time for one hour before going to bed, sleep quality is better. I still cannot help watching something in my mobile while in bed. Moral of the story: \u201cKnowing what to change is hard enough but acting on the knowledge is harder!\u201d.<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

Wiring: Changing Self<\/strong><\/p>\n\n\n\n

Step one is awareness. If you are not aware, you are blissfully ignorant. One trap is your past success \u2013 there are set mental pathways that worked well for you in the past but gets in the way now. Once you are aware, the will to act is often dictated by your \u2018why\u2019. If I stop looking at my mobile before going to sleep, motivation will come from my desire for better quality sleep and an alert mind the next day! We are emotional creatures; Overcoming mental resistance \/ inertia -> requires emotional propulsion \u2013 overcoming fear, insecurity and how you feel about failure. Agile leaders can play a decisive role in cultivating the right kind of environment where it is ok to fail.<\/p>\n\n\n\n

When working with self, agile minds are wired to look into their inner mirror, have the will to act and feel safe to experiment and learn!<\/p>\n\n\n\n

Summary<\/strong><\/p>\n\n\n\n

There are three nested dimensions or contexts where agility shows up from the way we think, feel, and behave. How we create solutions? How we work with other teams in creating the solutions? How we change personally?<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

When working on solutions<\/strong>, agile minds are wired to continuously deliver the highest value to customers!<\/p>\n\n\n\n

When working with other teams<\/strong>, agile minds are wired to think win-win, foster collaboration, and focus on shared goals!<\/p>\n\n\n\n

When working with self<\/strong>, agile minds are wired to look into their inner mirror, have the will to act and feel safe to experiment and learn! \u2018Being agile\u2019 delivers results and sustainable advantage. It does good for individuals, organizations, and customers. It requires re-wiring of the brain to create new neural pathways! It is possible.<\/p>\n\n\n\n

\u2018Being agile\u2019 delivers results and sustainable advantage. It does good for individuals, organizations, and customers. It requires re-wiring of the brain to create new neural pathways! It is possible.<\/p>\n","post_title":"Re-wiring for Agility","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"re-wiring-for-agility","to_ping":"","pinged":"","post_modified":"2024-11-27 10:45:57","post_modified_gmt":"2024-11-27 05:15:57","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=997750","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":991291,"post_author":"8","post_date":"2019-11-05 12:20:00","post_date_gmt":"2019-11-05 12:20:00","post_content":"\n

Ryan is frustrated. It happens again and again, same old problem. He approaches the team and says \u201c I didn\u2019t get any data from the system again !\u201d. Have you got any ideas to fix it?<\/p>\n\n\n\n

The reactions from the team members are the following:<\/p>\n\n\n\n

Fred : Well, that\u2019s bad.<\/p>\n\n\n\n

Frank[thinks]: I\u2019m glad, I didn\u2019t choose the task today.<\/p>\n\n\n\n

Ron : It was fine when I tried it yesterday.<\/p>\n\n\n\n

John : It helped me to restart my PC last night.<\/p>\n\n\n\n

What\u2019s the most optimal way to proceed?<\/strong><\/p>\n","post_title":"CHOW #171 \u2013 No data from the system again!","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-171-no-data-from-the-system-again-2","to_ping":"","pinged":"","post_modified":"2024-01-24 12:30:56","post_modified_gmt":"2024-01-24 12:30:56","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=991291","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"}; \n

<\/p>\n\n\n\n

\u201cSolutions\u201d dimension<\/strong><\/p>\n\n\n\n

Agility is essentially about delivering the highest value to customers. This must be paramount in the minds of the developers. For a few good reasons, many developers in large organizations find it difficult to relate to the actual users of the software product. When I started my software career, we worked alongside the users of my solution in another floor or an adjacent building. Today the \u2018distance\u2019 between the developer and the user has increased multi-fold. Picture below is typical in large software product development organizations:<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

Metaphorically \u201cDistance\u201d between Developer & User has increased as we scale! User narratives get abstracted and feedback loops are less effective! Organizations need to find ways to reduce this \u2018distance.\u2019 In my experience, collaborative practices alone are not enough but need to be supported by willingness to invest time and energy from all members.<\/p>\n\n\n\n

Wiring: Right Solutions<\/strong><\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

As a developer, I have often focused on my domain of interest or been motivated by a new technology or been simply interested in work that challenges me intellectually! Not that I was wrong, but all the time, my paramount focus needs to be about delivering highest value to the customers! It may require me to get out of my comfort zone in terms technology, domain, or degree of difficulty.<\/p>\n\n\n\n

When working on solutions, agile minds are wired to continuously deliver the highest value to customers!<\/p>\n\n\n\n

\u201cTeams\u201d dimension<\/strong><\/p>\n\n\n\n

We live in  world where solutions require multiple teams to work together to be of value. How should teams think and behave when collaborating with other teams?<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

Wiring: Collaborating Teams<\/em><\/p>\n\n\n\n

Let me start with the most damaging mindset. When senior team members or managers have ego clashes with their counterparts in other teams, neither team wins! Customer gets sub-optimal value and organization loses momentum.<\/p>\n\n\n\n

Another non-agile pattern is teams without goals or in many cases, teams are indifferent to the goals. Mindset is \u2018This is how it is here. Everything takes its own sweet time. Let me go along with it.\u2019. Another flavour to this pattern: the bar is set so low that such goals may as well not exist. Such teams deliver sub-optimal performance and there is lack of motivation to improve.<\/p>\n\n\n\n

To be fair, many practicing agile teams do focus on their goals \u2013 sprint goals, quarterly goals, release goals are clearly articulated and understood. Yet their performance is hindered by dependencies with other teams which seem to be operating in their own worlds!<\/p>\n\n\n\n

High performing agile teams are able to align continuously with shared goals which are typically one level above team\u2019s goals. This behaviour requires teams to be aware of streams of work that would create value to the customer and adapt their planning and execution continuously.<\/p>\n\n\n\n

When working with other teams, agile minds are wired to think win-win, foster collaboration, and focus on shared goals!<\/p>\n\n\n\n

\u201cSelf\u201d dimension<\/strong><\/p>\n\n\n\n

Eventually it comes to personal change! Toughest battleground. It starts with awareness of the need for change. It is not easy to believe when someone else points to the need for change. It is relatively easier to believe when the awareness comes within. It is tricky because I am the observer, and I am the observed. In other words, the quality of your inner mirror is vital to see a clear and complete picture of yourself and the need for change. Imagine a bathroom mirror with a hole \u2013 you may live your entire life without realizing that you have a nose!<\/p>\n\n\n\n

Awareness is not enough though. It happens to me all the time \u2013 I know I need to change something, yet I do not change. Let us take a simple example: I heard that if one avoids screen time for one hour before going to bed, sleep quality is better. I still cannot help watching something in my mobile while in bed. Moral of the story: \u201cKnowing what to change is hard enough but acting on the knowledge is harder!\u201d.<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

Wiring: Changing Self<\/strong><\/p>\n\n\n\n

Step one is awareness. If you are not aware, you are blissfully ignorant. One trap is your past success \u2013 there are set mental pathways that worked well for you in the past but gets in the way now. Once you are aware, the will to act is often dictated by your \u2018why\u2019. If I stop looking at my mobile before going to sleep, motivation will come from my desire for better quality sleep and an alert mind the next day! We are emotional creatures; Overcoming mental resistance \/ inertia -> requires emotional propulsion \u2013 overcoming fear, insecurity and how you feel about failure. Agile leaders can play a decisive role in cultivating the right kind of environment where it is ok to fail.<\/p>\n\n\n\n

When working with self, agile minds are wired to look into their inner mirror, have the will to act and feel safe to experiment and learn!<\/p>\n\n\n\n

Summary<\/strong><\/p>\n\n\n\n

There are three nested dimensions or contexts where agility shows up from the way we think, feel, and behave. How we create solutions? How we work with other teams in creating the solutions? How we change personally?<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

When working on solutions<\/strong>, agile minds are wired to continuously deliver the highest value to customers!<\/p>\n\n\n\n

When working with other teams<\/strong>, agile minds are wired to think win-win, foster collaboration, and focus on shared goals!<\/p>\n\n\n\n

When working with self<\/strong>, agile minds are wired to look into their inner mirror, have the will to act and feel safe to experiment and learn! \u2018Being agile\u2019 delivers results and sustainable advantage. It does good for individuals, organizations, and customers. It requires re-wiring of the brain to create new neural pathways! It is possible.<\/p>\n\n\n\n

\u2018Being agile\u2019 delivers results and sustainable advantage. It does good for individuals, organizations, and customers. It requires re-wiring of the brain to create new neural pathways! It is possible.<\/p>\n","post_title":"Re-wiring for Agility","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"re-wiring-for-agility","to_ping":"","pinged":"","post_modified":"2024-11-27 10:45:57","post_modified_gmt":"2024-11-27 05:15:57","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=997750","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":991291,"post_author":"8","post_date":"2019-11-05 12:20:00","post_date_gmt":"2019-11-05 12:20:00","post_content":"\n

Ryan is frustrated. It happens again and again, same old problem. He approaches the team and says \u201c I didn\u2019t get any data from the system again !\u201d. Have you got any ideas to fix it?<\/p>\n\n\n\n

The reactions from the team members are the following:<\/p>\n\n\n\n

Fred : Well, that\u2019s bad.<\/p>\n\n\n\n

Frank[thinks]: I\u2019m glad, I didn\u2019t choose the task today.<\/p>\n\n\n\n

Ron : It was fine when I tried it yesterday.<\/p>\n\n\n\n

John : It helped me to restart my PC last night.<\/p>\n\n\n\n

What\u2019s the most optimal way to proceed?<\/strong><\/p>\n","post_title":"CHOW #171 \u2013 No data from the system again!","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-171-no-data-from-the-system-again-2","to_ping":"","pinged":"","post_modified":"2024-01-24 12:30:56","post_modified_gmt":"2024-01-24 12:30:56","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=991291","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"}; \n

1. What are you focused on while creating solutions?
2. While creating solutions, how do you think and collaborate with other teams?
3. At the root of all change is your willingness to change self and act accordingly.<\/p>\n\n\n\n

<\/p>\n\n\n\n

\u201cSolutions\u201d dimension<\/strong><\/p>\n\n\n\n

Agility is essentially about delivering the highest value to customers. This must be paramount in the minds of the developers. For a few good reasons, many developers in large organizations find it difficult to relate to the actual users of the software product. When I started my software career, we worked alongside the users of my solution in another floor or an adjacent building. Today the \u2018distance\u2019 between the developer and the user has increased multi-fold. Picture below is typical in large software product development organizations:<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

Metaphorically \u201cDistance\u201d between Developer & User has increased as we scale! User narratives get abstracted and feedback loops are less effective! Organizations need to find ways to reduce this \u2018distance.\u2019 In my experience, collaborative practices alone are not enough but need to be supported by willingness to invest time and energy from all members.<\/p>\n\n\n\n

Wiring: Right Solutions<\/strong><\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

As a developer, I have often focused on my domain of interest or been motivated by a new technology or been simply interested in work that challenges me intellectually! Not that I was wrong, but all the time, my paramount focus needs to be about delivering highest value to the customers! It may require me to get out of my comfort zone in terms technology, domain, or degree of difficulty.<\/p>\n\n\n\n

When working on solutions, agile minds are wired to continuously deliver the highest value to customers!<\/p>\n\n\n\n

\u201cTeams\u201d dimension<\/strong><\/p>\n\n\n\n

We live in  world where solutions require multiple teams to work together to be of value. How should teams think and behave when collaborating with other teams?<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

Wiring: Collaborating Teams<\/em><\/p>\n\n\n\n

Let me start with the most damaging mindset. When senior team members or managers have ego clashes with their counterparts in other teams, neither team wins! Customer gets sub-optimal value and organization loses momentum.<\/p>\n\n\n\n

Another non-agile pattern is teams without goals or in many cases, teams are indifferent to the goals. Mindset is \u2018This is how it is here. Everything takes its own sweet time. Let me go along with it.\u2019. Another flavour to this pattern: the bar is set so low that such goals may as well not exist. Such teams deliver sub-optimal performance and there is lack of motivation to improve.<\/p>\n\n\n\n

To be fair, many practicing agile teams do focus on their goals \u2013 sprint goals, quarterly goals, release goals are clearly articulated and understood. Yet their performance is hindered by dependencies with other teams which seem to be operating in their own worlds!<\/p>\n\n\n\n

High performing agile teams are able to align continuously with shared goals which are typically one level above team\u2019s goals. This behaviour requires teams to be aware of streams of work that would create value to the customer and adapt their planning and execution continuously.<\/p>\n\n\n\n

When working with other teams, agile minds are wired to think win-win, foster collaboration, and focus on shared goals!<\/p>\n\n\n\n

\u201cSelf\u201d dimension<\/strong><\/p>\n\n\n\n

Eventually it comes to personal change! Toughest battleground. It starts with awareness of the need for change. It is not easy to believe when someone else points to the need for change. It is relatively easier to believe when the awareness comes within. It is tricky because I am the observer, and I am the observed. In other words, the quality of your inner mirror is vital to see a clear and complete picture of yourself and the need for change. Imagine a bathroom mirror with a hole \u2013 you may live your entire life without realizing that you have a nose!<\/p>\n\n\n\n

Awareness is not enough though. It happens to me all the time \u2013 I know I need to change something, yet I do not change. Let us take a simple example: I heard that if one avoids screen time for one hour before going to bed, sleep quality is better. I still cannot help watching something in my mobile while in bed. Moral of the story: \u201cKnowing what to change is hard enough but acting on the knowledge is harder!\u201d.<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

Wiring: Changing Self<\/strong><\/p>\n\n\n\n

Step one is awareness. If you are not aware, you are blissfully ignorant. One trap is your past success \u2013 there are set mental pathways that worked well for you in the past but gets in the way now. Once you are aware, the will to act is often dictated by your \u2018why\u2019. If I stop looking at my mobile before going to sleep, motivation will come from my desire for better quality sleep and an alert mind the next day! We are emotional creatures; Overcoming mental resistance \/ inertia -> requires emotional propulsion \u2013 overcoming fear, insecurity and how you feel about failure. Agile leaders can play a decisive role in cultivating the right kind of environment where it is ok to fail.<\/p>\n\n\n\n

When working with self, agile minds are wired to look into their inner mirror, have the will to act and feel safe to experiment and learn!<\/p>\n\n\n\n

Summary<\/strong><\/p>\n\n\n\n

There are three nested dimensions or contexts where agility shows up from the way we think, feel, and behave. How we create solutions? How we work with other teams in creating the solutions? How we change personally?<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

When working on solutions<\/strong>, agile minds are wired to continuously deliver the highest value to customers!<\/p>\n\n\n\n

When working with other teams<\/strong>, agile minds are wired to think win-win, foster collaboration, and focus on shared goals!<\/p>\n\n\n\n

When working with self<\/strong>, agile minds are wired to look into their inner mirror, have the will to act and feel safe to experiment and learn! \u2018Being agile\u2019 delivers results and sustainable advantage. It does good for individuals, organizations, and customers. It requires re-wiring of the brain to create new neural pathways! It is possible.<\/p>\n\n\n\n

\u2018Being agile\u2019 delivers results and sustainable advantage. It does good for individuals, organizations, and customers. It requires re-wiring of the brain to create new neural pathways! It is possible.<\/p>\n","post_title":"Re-wiring for Agility","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"re-wiring-for-agility","to_ping":"","pinged":"","post_modified":"2024-11-27 10:45:57","post_modified_gmt":"2024-11-27 05:15:57","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=997750","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":991291,"post_author":"8","post_date":"2019-11-05 12:20:00","post_date_gmt":"2019-11-05 12:20:00","post_content":"\n

Ryan is frustrated. It happens again and again, same old problem. He approaches the team and says \u201c I didn\u2019t get any data from the system again !\u201d. Have you got any ideas to fix it?<\/p>\n\n\n\n

The reactions from the team members are the following:<\/p>\n\n\n\n

Fred : Well, that\u2019s bad.<\/p>\n\n\n\n

Frank[thinks]: I\u2019m glad, I didn\u2019t choose the task today.<\/p>\n\n\n\n

Ron : It was fine when I tried it yesterday.<\/p>\n\n\n\n

John : It helped me to restart my PC last night.<\/p>\n\n\n\n

What\u2019s the most optimal way to proceed?<\/strong><\/p>\n","post_title":"CHOW #171 \u2013 No data from the system again!","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-171-no-data-from-the-system-again-2","to_ping":"","pinged":"","post_modified":"2024-01-24 12:30:56","post_modified_gmt":"2024-01-24 12:30:56","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=991291","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"}; \n

Solutions: Teams: Self<\/p>\n\n\n\n

1. What are you focused on while creating solutions?
2. While creating solutions, how do you think and collaborate with other teams?
3. At the root of all change is your willingness to change self and act accordingly.<\/p>\n\n\n\n

<\/p>\n\n\n\n

\u201cSolutions\u201d dimension<\/strong><\/p>\n\n\n\n

Agility is essentially about delivering the highest value to customers. This must be paramount in the minds of the developers. For a few good reasons, many developers in large organizations find it difficult to relate to the actual users of the software product. When I started my software career, we worked alongside the users of my solution in another floor or an adjacent building. Today the \u2018distance\u2019 between the developer and the user has increased multi-fold. Picture below is typical in large software product development organizations:<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

Metaphorically \u201cDistance\u201d between Developer & User has increased as we scale! User narratives get abstracted and feedback loops are less effective! Organizations need to find ways to reduce this \u2018distance.\u2019 In my experience, collaborative practices alone are not enough but need to be supported by willingness to invest time and energy from all members.<\/p>\n\n\n\n

Wiring: Right Solutions<\/strong><\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

As a developer, I have often focused on my domain of interest or been motivated by a new technology or been simply interested in work that challenges me intellectually! Not that I was wrong, but all the time, my paramount focus needs to be about delivering highest value to the customers! It may require me to get out of my comfort zone in terms technology, domain, or degree of difficulty.<\/p>\n\n\n\n

When working on solutions, agile minds are wired to continuously deliver the highest value to customers!<\/p>\n\n\n\n

\u201cTeams\u201d dimension<\/strong><\/p>\n\n\n\n

We live in  world where solutions require multiple teams to work together to be of value. How should teams think and behave when collaborating with other teams?<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

Wiring: Collaborating Teams<\/em><\/p>\n\n\n\n

Let me start with the most damaging mindset. When senior team members or managers have ego clashes with their counterparts in other teams, neither team wins! Customer gets sub-optimal value and organization loses momentum.<\/p>\n\n\n\n

Another non-agile pattern is teams without goals or in many cases, teams are indifferent to the goals. Mindset is \u2018This is how it is here. Everything takes its own sweet time. Let me go along with it.\u2019. Another flavour to this pattern: the bar is set so low that such goals may as well not exist. Such teams deliver sub-optimal performance and there is lack of motivation to improve.<\/p>\n\n\n\n

To be fair, many practicing agile teams do focus on their goals \u2013 sprint goals, quarterly goals, release goals are clearly articulated and understood. Yet their performance is hindered by dependencies with other teams which seem to be operating in their own worlds!<\/p>\n\n\n\n

High performing agile teams are able to align continuously with shared goals which are typically one level above team\u2019s goals. This behaviour requires teams to be aware of streams of work that would create value to the customer and adapt their planning and execution continuously.<\/p>\n\n\n\n

When working with other teams, agile minds are wired to think win-win, foster collaboration, and focus on shared goals!<\/p>\n\n\n\n

\u201cSelf\u201d dimension<\/strong><\/p>\n\n\n\n

Eventually it comes to personal change! Toughest battleground. It starts with awareness of the need for change. It is not easy to believe when someone else points to the need for change. It is relatively easier to believe when the awareness comes within. It is tricky because I am the observer, and I am the observed. In other words, the quality of your inner mirror is vital to see a clear and complete picture of yourself and the need for change. Imagine a bathroom mirror with a hole \u2013 you may live your entire life without realizing that you have a nose!<\/p>\n\n\n\n

Awareness is not enough though. It happens to me all the time \u2013 I know I need to change something, yet I do not change. Let us take a simple example: I heard that if one avoids screen time for one hour before going to bed, sleep quality is better. I still cannot help watching something in my mobile while in bed. Moral of the story: \u201cKnowing what to change is hard enough but acting on the knowledge is harder!\u201d.<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

Wiring: Changing Self<\/strong><\/p>\n\n\n\n

Step one is awareness. If you are not aware, you are blissfully ignorant. One trap is your past success \u2013 there are set mental pathways that worked well for you in the past but gets in the way now. Once you are aware, the will to act is often dictated by your \u2018why\u2019. If I stop looking at my mobile before going to sleep, motivation will come from my desire for better quality sleep and an alert mind the next day! We are emotional creatures; Overcoming mental resistance \/ inertia -> requires emotional propulsion \u2013 overcoming fear, insecurity and how you feel about failure. Agile leaders can play a decisive role in cultivating the right kind of environment where it is ok to fail.<\/p>\n\n\n\n

When working with self, agile minds are wired to look into their inner mirror, have the will to act and feel safe to experiment and learn!<\/p>\n\n\n\n

Summary<\/strong><\/p>\n\n\n\n

There are three nested dimensions or contexts where agility shows up from the way we think, feel, and behave. How we create solutions? How we work with other teams in creating the solutions? How we change personally?<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

When working on solutions<\/strong>, agile minds are wired to continuously deliver the highest value to customers!<\/p>\n\n\n\n

When working with other teams<\/strong>, agile minds are wired to think win-win, foster collaboration, and focus on shared goals!<\/p>\n\n\n\n

When working with self<\/strong>, agile minds are wired to look into their inner mirror, have the will to act and feel safe to experiment and learn! \u2018Being agile\u2019 delivers results and sustainable advantage. It does good for individuals, organizations, and customers. It requires re-wiring of the brain to create new neural pathways! It is possible.<\/p>\n\n\n\n

\u2018Being agile\u2019 delivers results and sustainable advantage. It does good for individuals, organizations, and customers. It requires re-wiring of the brain to create new neural pathways! It is possible.<\/p>\n","post_title":"Re-wiring for Agility","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"re-wiring-for-agility","to_ping":"","pinged":"","post_modified":"2024-11-27 10:45:57","post_modified_gmt":"2024-11-27 05:15:57","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=997750","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":991291,"post_author":"8","post_date":"2019-11-05 12:20:00","post_date_gmt":"2019-11-05 12:20:00","post_content":"\n

Ryan is frustrated. It happens again and again, same old problem. He approaches the team and says \u201c I didn\u2019t get any data from the system again !\u201d. Have you got any ideas to fix it?<\/p>\n\n\n\n

The reactions from the team members are the following:<\/p>\n\n\n\n

Fred : Well, that\u2019s bad.<\/p>\n\n\n\n

Frank[thinks]: I\u2019m glad, I didn\u2019t choose the task today.<\/p>\n\n\n\n

Ron : It was fine when I tried it yesterday.<\/p>\n\n\n\n

John : It helped me to restart my PC last night.<\/p>\n\n\n\n

What\u2019s the most optimal way to proceed?<\/strong><\/p>\n","post_title":"CHOW #171 \u2013 No data from the system again!","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-171-no-data-from-the-system-again-2","to_ping":"","pinged":"","post_modified":"2024-01-24 12:30:56","post_modified_gmt":"2024-01-24 12:30:56","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=991291","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"}; \n

\"\"<\/figure>\n\n\n\n

Solutions: Teams: Self<\/p>\n\n\n\n

1. What are you focused on while creating solutions?
2. While creating solutions, how do you think and collaborate with other teams?
3. At the root of all change is your willingness to change self and act accordingly.<\/p>\n\n\n\n

<\/p>\n\n\n\n

\u201cSolutions\u201d dimension<\/strong><\/p>\n\n\n\n

Agility is essentially about delivering the highest value to customers. This must be paramount in the minds of the developers. For a few good reasons, many developers in large organizations find it difficult to relate to the actual users of the software product. When I started my software career, we worked alongside the users of my solution in another floor or an adjacent building. Today the \u2018distance\u2019 between the developer and the user has increased multi-fold. Picture below is typical in large software product development organizations:<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

Metaphorically \u201cDistance\u201d between Developer & User has increased as we scale! User narratives get abstracted and feedback loops are less effective! Organizations need to find ways to reduce this \u2018distance.\u2019 In my experience, collaborative practices alone are not enough but need to be supported by willingness to invest time and energy from all members.<\/p>\n\n\n\n

Wiring: Right Solutions<\/strong><\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

As a developer, I have often focused on my domain of interest or been motivated by a new technology or been simply interested in work that challenges me intellectually! Not that I was wrong, but all the time, my paramount focus needs to be about delivering highest value to the customers! It may require me to get out of my comfort zone in terms technology, domain, or degree of difficulty.<\/p>\n\n\n\n

When working on solutions, agile minds are wired to continuously deliver the highest value to customers!<\/p>\n\n\n\n

\u201cTeams\u201d dimension<\/strong><\/p>\n\n\n\n

We live in  world where solutions require multiple teams to work together to be of value. How should teams think and behave when collaborating with other teams?<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

Wiring: Collaborating Teams<\/em><\/p>\n\n\n\n

Let me start with the most damaging mindset. When senior team members or managers have ego clashes with their counterparts in other teams, neither team wins! Customer gets sub-optimal value and organization loses momentum.<\/p>\n\n\n\n

Another non-agile pattern is teams without goals or in many cases, teams are indifferent to the goals. Mindset is \u2018This is how it is here. Everything takes its own sweet time. Let me go along with it.\u2019. Another flavour to this pattern: the bar is set so low that such goals may as well not exist. Such teams deliver sub-optimal performance and there is lack of motivation to improve.<\/p>\n\n\n\n

To be fair, many practicing agile teams do focus on their goals \u2013 sprint goals, quarterly goals, release goals are clearly articulated and understood. Yet their performance is hindered by dependencies with other teams which seem to be operating in their own worlds!<\/p>\n\n\n\n

High performing agile teams are able to align continuously with shared goals which are typically one level above team\u2019s goals. This behaviour requires teams to be aware of streams of work that would create value to the customer and adapt their planning and execution continuously.<\/p>\n\n\n\n

When working with other teams, agile minds are wired to think win-win, foster collaboration, and focus on shared goals!<\/p>\n\n\n\n

\u201cSelf\u201d dimension<\/strong><\/p>\n\n\n\n

Eventually it comes to personal change! Toughest battleground. It starts with awareness of the need for change. It is not easy to believe when someone else points to the need for change. It is relatively easier to believe when the awareness comes within. It is tricky because I am the observer, and I am the observed. In other words, the quality of your inner mirror is vital to see a clear and complete picture of yourself and the need for change. Imagine a bathroom mirror with a hole \u2013 you may live your entire life without realizing that you have a nose!<\/p>\n\n\n\n

Awareness is not enough though. It happens to me all the time \u2013 I know I need to change something, yet I do not change. Let us take a simple example: I heard that if one avoids screen time for one hour before going to bed, sleep quality is better. I still cannot help watching something in my mobile while in bed. Moral of the story: \u201cKnowing what to change is hard enough but acting on the knowledge is harder!\u201d.<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

Wiring: Changing Self<\/strong><\/p>\n\n\n\n

Step one is awareness. If you are not aware, you are blissfully ignorant. One trap is your past success \u2013 there are set mental pathways that worked well for you in the past but gets in the way now. Once you are aware, the will to act is often dictated by your \u2018why\u2019. If I stop looking at my mobile before going to sleep, motivation will come from my desire for better quality sleep and an alert mind the next day! We are emotional creatures; Overcoming mental resistance \/ inertia -> requires emotional propulsion \u2013 overcoming fear, insecurity and how you feel about failure. Agile leaders can play a decisive role in cultivating the right kind of environment where it is ok to fail.<\/p>\n\n\n\n

When working with self, agile minds are wired to look into their inner mirror, have the will to act and feel safe to experiment and learn!<\/p>\n\n\n\n

Summary<\/strong><\/p>\n\n\n\n

There are three nested dimensions or contexts where agility shows up from the way we think, feel, and behave. How we create solutions? How we work with other teams in creating the solutions? How we change personally?<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

When working on solutions<\/strong>, agile minds are wired to continuously deliver the highest value to customers!<\/p>\n\n\n\n

When working with other teams<\/strong>, agile minds are wired to think win-win, foster collaboration, and focus on shared goals!<\/p>\n\n\n\n

When working with self<\/strong>, agile minds are wired to look into their inner mirror, have the will to act and feel safe to experiment and learn! \u2018Being agile\u2019 delivers results and sustainable advantage. It does good for individuals, organizations, and customers. It requires re-wiring of the brain to create new neural pathways! It is possible.<\/p>\n\n\n\n

\u2018Being agile\u2019 delivers results and sustainable advantage. It does good for individuals, organizations, and customers. It requires re-wiring of the brain to create new neural pathways! It is possible.<\/p>\n","post_title":"Re-wiring for Agility","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"re-wiring-for-agility","to_ping":"","pinged":"","post_modified":"2024-11-27 10:45:57","post_modified_gmt":"2024-11-27 05:15:57","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=997750","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":991291,"post_author":"8","post_date":"2019-11-05 12:20:00","post_date_gmt":"2019-11-05 12:20:00","post_content":"\n

Ryan is frustrated. It happens again and again, same old problem. He approaches the team and says \u201c I didn\u2019t get any data from the system again !\u201d. Have you got any ideas to fix it?<\/p>\n\n\n\n

The reactions from the team members are the following:<\/p>\n\n\n\n

Fred : Well, that\u2019s bad.<\/p>\n\n\n\n

Frank[thinks]: I\u2019m glad, I didn\u2019t choose the task today.<\/p>\n\n\n\n

Ron : It was fine when I tried it yesterday.<\/p>\n\n\n\n

John : It helped me to restart my PC last night.<\/p>\n\n\n\n

What\u2019s the most optimal way to proceed?<\/strong><\/p>\n","post_title":"CHOW #171 \u2013 No data from the system again!","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-171-no-data-from-the-system-again-2","to_ping":"","pinged":"","post_modified":"2024-01-24 12:30:56","post_modified_gmt":"2024-01-24 12:30:56","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=991291","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"}; \n

Based on my consulting experience, I discovered three nested dimensions or contexts when a participant in the transformation can change<\/a>.<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

Solutions: Teams: Self<\/p>\n\n\n\n

1. What are you focused on while creating solutions?
2. While creating solutions, how do you think and collaborate with other teams?
3. At the root of all change is your willingness to change self and act accordingly.<\/p>\n\n\n\n

<\/p>\n\n\n\n

\u201cSolutions\u201d dimension<\/strong><\/p>\n\n\n\n

Agility is essentially about delivering the highest value to customers. This must be paramount in the minds of the developers. For a few good reasons, many developers in large organizations find it difficult to relate to the actual users of the software product. When I started my software career, we worked alongside the users of my solution in another floor or an adjacent building. Today the \u2018distance\u2019 between the developer and the user has increased multi-fold. Picture below is typical in large software product development organizations:<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

Metaphorically \u201cDistance\u201d between Developer & User has increased as we scale! User narratives get abstracted and feedback loops are less effective! Organizations need to find ways to reduce this \u2018distance.\u2019 In my experience, collaborative practices alone are not enough but need to be supported by willingness to invest time and energy from all members.<\/p>\n\n\n\n

Wiring: Right Solutions<\/strong><\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

As a developer, I have often focused on my domain of interest or been motivated by a new technology or been simply interested in work that challenges me intellectually! Not that I was wrong, but all the time, my paramount focus needs to be about delivering highest value to the customers! It may require me to get out of my comfort zone in terms technology, domain, or degree of difficulty.<\/p>\n\n\n\n

When working on solutions, agile minds are wired to continuously deliver the highest value to customers!<\/p>\n\n\n\n

\u201cTeams\u201d dimension<\/strong><\/p>\n\n\n\n

We live in  world where solutions require multiple teams to work together to be of value. How should teams think and behave when collaborating with other teams?<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

Wiring: Collaborating Teams<\/em><\/p>\n\n\n\n

Let me start with the most damaging mindset. When senior team members or managers have ego clashes with their counterparts in other teams, neither team wins! Customer gets sub-optimal value and organization loses momentum.<\/p>\n\n\n\n

Another non-agile pattern is teams without goals or in many cases, teams are indifferent to the goals. Mindset is \u2018This is how it is here. Everything takes its own sweet time. Let me go along with it.\u2019. Another flavour to this pattern: the bar is set so low that such goals may as well not exist. Such teams deliver sub-optimal performance and there is lack of motivation to improve.<\/p>\n\n\n\n

To be fair, many practicing agile teams do focus on their goals \u2013 sprint goals, quarterly goals, release goals are clearly articulated and understood. Yet their performance is hindered by dependencies with other teams which seem to be operating in their own worlds!<\/p>\n\n\n\n

High performing agile teams are able to align continuously with shared goals which are typically one level above team\u2019s goals. This behaviour requires teams to be aware of streams of work that would create value to the customer and adapt their planning and execution continuously.<\/p>\n\n\n\n

When working with other teams, agile minds are wired to think win-win, foster collaboration, and focus on shared goals!<\/p>\n\n\n\n

\u201cSelf\u201d dimension<\/strong><\/p>\n\n\n\n

Eventually it comes to personal change! Toughest battleground. It starts with awareness of the need for change. It is not easy to believe when someone else points to the need for change. It is relatively easier to believe when the awareness comes within. It is tricky because I am the observer, and I am the observed. In other words, the quality of your inner mirror is vital to see a clear and complete picture of yourself and the need for change. Imagine a bathroom mirror with a hole \u2013 you may live your entire life without realizing that you have a nose!<\/p>\n\n\n\n

Awareness is not enough though. It happens to me all the time \u2013 I know I need to change something, yet I do not change. Let us take a simple example: I heard that if one avoids screen time for one hour before going to bed, sleep quality is better. I still cannot help watching something in my mobile while in bed. Moral of the story: \u201cKnowing what to change is hard enough but acting on the knowledge is harder!\u201d.<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

Wiring: Changing Self<\/strong><\/p>\n\n\n\n

Step one is awareness. If you are not aware, you are blissfully ignorant. One trap is your past success \u2013 there are set mental pathways that worked well for you in the past but gets in the way now. Once you are aware, the will to act is often dictated by your \u2018why\u2019. If I stop looking at my mobile before going to sleep, motivation will come from my desire for better quality sleep and an alert mind the next day! We are emotional creatures; Overcoming mental resistance \/ inertia -> requires emotional propulsion \u2013 overcoming fear, insecurity and how you feel about failure. Agile leaders can play a decisive role in cultivating the right kind of environment where it is ok to fail.<\/p>\n\n\n\n

When working with self, agile minds are wired to look into their inner mirror, have the will to act and feel safe to experiment and learn!<\/p>\n\n\n\n

Summary<\/strong><\/p>\n\n\n\n

There are three nested dimensions or contexts where agility shows up from the way we think, feel, and behave. How we create solutions? How we work with other teams in creating the solutions? How we change personally?<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

When working on solutions<\/strong>, agile minds are wired to continuously deliver the highest value to customers!<\/p>\n\n\n\n

When working with other teams<\/strong>, agile minds are wired to think win-win, foster collaboration, and focus on shared goals!<\/p>\n\n\n\n

When working with self<\/strong>, agile minds are wired to look into their inner mirror, have the will to act and feel safe to experiment and learn! \u2018Being agile\u2019 delivers results and sustainable advantage. It does good for individuals, organizations, and customers. It requires re-wiring of the brain to create new neural pathways! It is possible.<\/p>\n\n\n\n

\u2018Being agile\u2019 delivers results and sustainable advantage. It does good for individuals, organizations, and customers. It requires re-wiring of the brain to create new neural pathways! It is possible.<\/p>\n","post_title":"Re-wiring for Agility","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"re-wiring-for-agility","to_ping":"","pinged":"","post_modified":"2024-11-27 10:45:57","post_modified_gmt":"2024-11-27 05:15:57","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=997750","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":991291,"post_author":"8","post_date":"2019-11-05 12:20:00","post_date_gmt":"2019-11-05 12:20:00","post_content":"\n

Ryan is frustrated. It happens again and again, same old problem. He approaches the team and says \u201c I didn\u2019t get any data from the system again !\u201d. Have you got any ideas to fix it?<\/p>\n\n\n\n

The reactions from the team members are the following:<\/p>\n\n\n\n

Fred : Well, that\u2019s bad.<\/p>\n\n\n\n

Frank[thinks]: I\u2019m glad, I didn\u2019t choose the task today.<\/p>\n\n\n\n

Ron : It was fine when I tried it yesterday.<\/p>\n\n\n\n

John : It helped me to restart my PC last night.<\/p>\n\n\n\n

What\u2019s the most optimal way to proceed?<\/strong><\/p>\n","post_title":"CHOW #171 \u2013 No data from the system again!","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-171-no-data-from-the-system-again-2","to_ping":"","pinged":"","post_modified":"2024-01-24 12:30:56","post_modified_gmt":"2024-01-24 12:30:56","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=991291","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"}; \n

Three dimensions to re-wiring for agility<\/strong><\/p>\n\n\n\n

Based on my consulting experience, I discovered three nested dimensions or contexts when a participant in the transformation can change<\/a>.<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

Solutions: Teams: Self<\/p>\n\n\n\n

1. What are you focused on while creating solutions?
2. While creating solutions, how do you think and collaborate with other teams?
3. At the root of all change is your willingness to change self and act accordingly.<\/p>\n\n\n\n

<\/p>\n\n\n\n

\u201cSolutions\u201d dimension<\/strong><\/p>\n\n\n\n

Agility is essentially about delivering the highest value to customers. This must be paramount in the minds of the developers. For a few good reasons, many developers in large organizations find it difficult to relate to the actual users of the software product. When I started my software career, we worked alongside the users of my solution in another floor or an adjacent building. Today the \u2018distance\u2019 between the developer and the user has increased multi-fold. Picture below is typical in large software product development organizations:<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

Metaphorically \u201cDistance\u201d between Developer & User has increased as we scale! User narratives get abstracted and feedback loops are less effective! Organizations need to find ways to reduce this \u2018distance.\u2019 In my experience, collaborative practices alone are not enough but need to be supported by willingness to invest time and energy from all members.<\/p>\n\n\n\n

Wiring: Right Solutions<\/strong><\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

As a developer, I have often focused on my domain of interest or been motivated by a new technology or been simply interested in work that challenges me intellectually! Not that I was wrong, but all the time, my paramount focus needs to be about delivering highest value to the customers! It may require me to get out of my comfort zone in terms technology, domain, or degree of difficulty.<\/p>\n\n\n\n

When working on solutions, agile minds are wired to continuously deliver the highest value to customers!<\/p>\n\n\n\n

\u201cTeams\u201d dimension<\/strong><\/p>\n\n\n\n

We live in  world where solutions require multiple teams to work together to be of value. How should teams think and behave when collaborating with other teams?<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

Wiring: Collaborating Teams<\/em><\/p>\n\n\n\n

Let me start with the most damaging mindset. When senior team members or managers have ego clashes with their counterparts in other teams, neither team wins! Customer gets sub-optimal value and organization loses momentum.<\/p>\n\n\n\n

Another non-agile pattern is teams without goals or in many cases, teams are indifferent to the goals. Mindset is \u2018This is how it is here. Everything takes its own sweet time. Let me go along with it.\u2019. Another flavour to this pattern: the bar is set so low that such goals may as well not exist. Such teams deliver sub-optimal performance and there is lack of motivation to improve.<\/p>\n\n\n\n

To be fair, many practicing agile teams do focus on their goals \u2013 sprint goals, quarterly goals, release goals are clearly articulated and understood. Yet their performance is hindered by dependencies with other teams which seem to be operating in their own worlds!<\/p>\n\n\n\n

High performing agile teams are able to align continuously with shared goals which are typically one level above team\u2019s goals. This behaviour requires teams to be aware of streams of work that would create value to the customer and adapt their planning and execution continuously.<\/p>\n\n\n\n

When working with other teams, agile minds are wired to think win-win, foster collaboration, and focus on shared goals!<\/p>\n\n\n\n

\u201cSelf\u201d dimension<\/strong><\/p>\n\n\n\n

Eventually it comes to personal change! Toughest battleground. It starts with awareness of the need for change. It is not easy to believe when someone else points to the need for change. It is relatively easier to believe when the awareness comes within. It is tricky because I am the observer, and I am the observed. In other words, the quality of your inner mirror is vital to see a clear and complete picture of yourself and the need for change. Imagine a bathroom mirror with a hole \u2013 you may live your entire life without realizing that you have a nose!<\/p>\n\n\n\n

Awareness is not enough though. It happens to me all the time \u2013 I know I need to change something, yet I do not change. Let us take a simple example: I heard that if one avoids screen time for one hour before going to bed, sleep quality is better. I still cannot help watching something in my mobile while in bed. Moral of the story: \u201cKnowing what to change is hard enough but acting on the knowledge is harder!\u201d.<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

Wiring: Changing Self<\/strong><\/p>\n\n\n\n

Step one is awareness. If you are not aware, you are blissfully ignorant. One trap is your past success \u2013 there are set mental pathways that worked well for you in the past but gets in the way now. Once you are aware, the will to act is often dictated by your \u2018why\u2019. If I stop looking at my mobile before going to sleep, motivation will come from my desire for better quality sleep and an alert mind the next day! We are emotional creatures; Overcoming mental resistance \/ inertia -> requires emotional propulsion \u2013 overcoming fear, insecurity and how you feel about failure. Agile leaders can play a decisive role in cultivating the right kind of environment where it is ok to fail.<\/p>\n\n\n\n

When working with self, agile minds are wired to look into their inner mirror, have the will to act and feel safe to experiment and learn!<\/p>\n\n\n\n

Summary<\/strong><\/p>\n\n\n\n

There are three nested dimensions or contexts where agility shows up from the way we think, feel, and behave. How we create solutions? How we work with other teams in creating the solutions? How we change personally?<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

When working on solutions<\/strong>, agile minds are wired to continuously deliver the highest value to customers!<\/p>\n\n\n\n

When working with other teams<\/strong>, agile minds are wired to think win-win, foster collaboration, and focus on shared goals!<\/p>\n\n\n\n

When working with self<\/strong>, agile minds are wired to look into their inner mirror, have the will to act and feel safe to experiment and learn! \u2018Being agile\u2019 delivers results and sustainable advantage. It does good for individuals, organizations, and customers. It requires re-wiring of the brain to create new neural pathways! It is possible.<\/p>\n\n\n\n

\u2018Being agile\u2019 delivers results and sustainable advantage. It does good for individuals, organizations, and customers. It requires re-wiring of the brain to create new neural pathways! It is possible.<\/p>\n","post_title":"Re-wiring for Agility","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"re-wiring-for-agility","to_ping":"","pinged":"","post_modified":"2024-11-27 10:45:57","post_modified_gmt":"2024-11-27 05:15:57","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=997750","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":991291,"post_author":"8","post_date":"2019-11-05 12:20:00","post_date_gmt":"2019-11-05 12:20:00","post_content":"\n

Ryan is frustrated. It happens again and again, same old problem. He approaches the team and says \u201c I didn\u2019t get any data from the system again !\u201d. Have you got any ideas to fix it?<\/p>\n\n\n\n

The reactions from the team members are the following:<\/p>\n\n\n\n

Fred : Well, that\u2019s bad.<\/p>\n\n\n\n

Frank[thinks]: I\u2019m glad, I didn\u2019t choose the task today.<\/p>\n\n\n\n

Ron : It was fine when I tried it yesterday.<\/p>\n\n\n\n

John : It helped me to restart my PC last night.<\/p>\n\n\n\n

What\u2019s the most optimal way to proceed?<\/strong><\/p>\n","post_title":"CHOW #171 \u2013 No data from the system again!","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-171-no-data-from-the-system-again-2","to_ping":"","pinged":"","post_modified":"2024-01-24 12:30:56","post_modified_gmt":"2024-01-24 12:30:56","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=991291","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"}; \n

With proactive and well-directed effort, you can accelerate rewiring!<\/p>\n\n\n\n

Three dimensions to re-wiring for agility<\/strong><\/p>\n\n\n\n

Based on my consulting experience, I discovered three nested dimensions or contexts when a participant in the transformation can change<\/a>.<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

Solutions: Teams: Self<\/p>\n\n\n\n

1. What are you focused on while creating solutions?
2. While creating solutions, how do you think and collaborate with other teams?
3. At the root of all change is your willingness to change self and act accordingly.<\/p>\n\n\n\n

<\/p>\n\n\n\n

\u201cSolutions\u201d dimension<\/strong><\/p>\n\n\n\n

Agility is essentially about delivering the highest value to customers. This must be paramount in the minds of the developers. For a few good reasons, many developers in large organizations find it difficult to relate to the actual users of the software product. When I started my software career, we worked alongside the users of my solution in another floor or an adjacent building. Today the \u2018distance\u2019 between the developer and the user has increased multi-fold. Picture below is typical in large software product development organizations:<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

Metaphorically \u201cDistance\u201d between Developer & User has increased as we scale! User narratives get abstracted and feedback loops are less effective! Organizations need to find ways to reduce this \u2018distance.\u2019 In my experience, collaborative practices alone are not enough but need to be supported by willingness to invest time and energy from all members.<\/p>\n\n\n\n

Wiring: Right Solutions<\/strong><\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

As a developer, I have often focused on my domain of interest or been motivated by a new technology or been simply interested in work that challenges me intellectually! Not that I was wrong, but all the time, my paramount focus needs to be about delivering highest value to the customers! It may require me to get out of my comfort zone in terms technology, domain, or degree of difficulty.<\/p>\n\n\n\n

When working on solutions, agile minds are wired to continuously deliver the highest value to customers!<\/p>\n\n\n\n

\u201cTeams\u201d dimension<\/strong><\/p>\n\n\n\n

We live in  world where solutions require multiple teams to work together to be of value. How should teams think and behave when collaborating with other teams?<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

Wiring: Collaborating Teams<\/em><\/p>\n\n\n\n

Let me start with the most damaging mindset. When senior team members or managers have ego clashes with their counterparts in other teams, neither team wins! Customer gets sub-optimal value and organization loses momentum.<\/p>\n\n\n\n

Another non-agile pattern is teams without goals or in many cases, teams are indifferent to the goals. Mindset is \u2018This is how it is here. Everything takes its own sweet time. Let me go along with it.\u2019. Another flavour to this pattern: the bar is set so low that such goals may as well not exist. Such teams deliver sub-optimal performance and there is lack of motivation to improve.<\/p>\n\n\n\n

To be fair, many practicing agile teams do focus on their goals \u2013 sprint goals, quarterly goals, release goals are clearly articulated and understood. Yet their performance is hindered by dependencies with other teams which seem to be operating in their own worlds!<\/p>\n\n\n\n

High performing agile teams are able to align continuously with shared goals which are typically one level above team\u2019s goals. This behaviour requires teams to be aware of streams of work that would create value to the customer and adapt their planning and execution continuously.<\/p>\n\n\n\n

When working with other teams, agile minds are wired to think win-win, foster collaboration, and focus on shared goals!<\/p>\n\n\n\n

\u201cSelf\u201d dimension<\/strong><\/p>\n\n\n\n

Eventually it comes to personal change! Toughest battleground. It starts with awareness of the need for change. It is not easy to believe when someone else points to the need for change. It is relatively easier to believe when the awareness comes within. It is tricky because I am the observer, and I am the observed. In other words, the quality of your inner mirror is vital to see a clear and complete picture of yourself and the need for change. Imagine a bathroom mirror with a hole \u2013 you may live your entire life without realizing that you have a nose!<\/p>\n\n\n\n

Awareness is not enough though. It happens to me all the time \u2013 I know I need to change something, yet I do not change. Let us take a simple example: I heard that if one avoids screen time for one hour before going to bed, sleep quality is better. I still cannot help watching something in my mobile while in bed. Moral of the story: \u201cKnowing what to change is hard enough but acting on the knowledge is harder!\u201d.<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

Wiring: Changing Self<\/strong><\/p>\n\n\n\n

Step one is awareness. If you are not aware, you are blissfully ignorant. One trap is your past success \u2013 there are set mental pathways that worked well for you in the past but gets in the way now. Once you are aware, the will to act is often dictated by your \u2018why\u2019. If I stop looking at my mobile before going to sleep, motivation will come from my desire for better quality sleep and an alert mind the next day! We are emotional creatures; Overcoming mental resistance \/ inertia -> requires emotional propulsion \u2013 overcoming fear, insecurity and how you feel about failure. Agile leaders can play a decisive role in cultivating the right kind of environment where it is ok to fail.<\/p>\n\n\n\n

When working with self, agile minds are wired to look into their inner mirror, have the will to act and feel safe to experiment and learn!<\/p>\n\n\n\n

Summary<\/strong><\/p>\n\n\n\n

There are three nested dimensions or contexts where agility shows up from the way we think, feel, and behave. How we create solutions? How we work with other teams in creating the solutions? How we change personally?<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

When working on solutions<\/strong>, agile minds are wired to continuously deliver the highest value to customers!<\/p>\n\n\n\n

When working with other teams<\/strong>, agile minds are wired to think win-win, foster collaboration, and focus on shared goals!<\/p>\n\n\n\n

When working with self<\/strong>, agile minds are wired to look into their inner mirror, have the will to act and feel safe to experiment and learn! \u2018Being agile\u2019 delivers results and sustainable advantage. It does good for individuals, organizations, and customers. It requires re-wiring of the brain to create new neural pathways! It is possible.<\/p>\n\n\n\n

\u2018Being agile\u2019 delivers results and sustainable advantage. It does good for individuals, organizations, and customers. It requires re-wiring of the brain to create new neural pathways! It is possible.<\/p>\n","post_title":"Re-wiring for Agility","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"re-wiring-for-agility","to_ping":"","pinged":"","post_modified":"2024-11-27 10:45:57","post_modified_gmt":"2024-11-27 05:15:57","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=997750","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":991291,"post_author":"8","post_date":"2019-11-05 12:20:00","post_date_gmt":"2019-11-05 12:20:00","post_content":"\n

Ryan is frustrated. It happens again and again, same old problem. He approaches the team and says \u201c I didn\u2019t get any data from the system again !\u201d. Have you got any ideas to fix it?<\/p>\n\n\n\n

The reactions from the team members are the following:<\/p>\n\n\n\n

Fred : Well, that\u2019s bad.<\/p>\n\n\n\n

Frank[thinks]: I\u2019m glad, I didn\u2019t choose the task today.<\/p>\n\n\n\n

Ron : It was fine when I tried it yesterday.<\/p>\n\n\n\n

John : It helped me to restart my PC last night.<\/p>\n\n\n\n

What\u2019s the most optimal way to proceed?<\/strong><\/p>\n","post_title":"CHOW #171 \u2013 No data from the system again!","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-171-no-data-from-the-system-again-2","to_ping":"","pinged":"","post_modified":"2024-01-24 12:30:56","post_modified_gmt":"2024-01-24 12:30:56","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=991291","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"}; \n

In other words, agility begins in the mind, in each one of our minds. Does the way our brain functions have anything to do with our behaviour? Think of our brain as a dynamic connected grid. There are billions of pathways lighting up every time we think, feel, or do something. Some of these pathways are well travelled and established ways of being, feeling and doing! Good news is that brain can make new connections \u2013 new experiences, being in a new environment, learning new skills and new activity create new pathways and re-wire your brain!<\/p>\n\n\n\n

With proactive and well-directed effort, you can accelerate rewiring!<\/p>\n\n\n\n

Three dimensions to re-wiring for agility<\/strong><\/p>\n\n\n\n

Based on my consulting experience, I discovered three nested dimensions or contexts when a participant in the transformation can change<\/a>.<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

Solutions: Teams: Self<\/p>\n\n\n\n

1. What are you focused on while creating solutions?
2. While creating solutions, how do you think and collaborate with other teams?
3. At the root of all change is your willingness to change self and act accordingly.<\/p>\n\n\n\n

<\/p>\n\n\n\n

\u201cSolutions\u201d dimension<\/strong><\/p>\n\n\n\n

Agility is essentially about delivering the highest value to customers. This must be paramount in the minds of the developers. For a few good reasons, many developers in large organizations find it difficult to relate to the actual users of the software product. When I started my software career, we worked alongside the users of my solution in another floor or an adjacent building. Today the \u2018distance\u2019 between the developer and the user has increased multi-fold. Picture below is typical in large software product development organizations:<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

Metaphorically \u201cDistance\u201d between Developer & User has increased as we scale! User narratives get abstracted and feedback loops are less effective! Organizations need to find ways to reduce this \u2018distance.\u2019 In my experience, collaborative practices alone are not enough but need to be supported by willingness to invest time and energy from all members.<\/p>\n\n\n\n

Wiring: Right Solutions<\/strong><\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

As a developer, I have often focused on my domain of interest or been motivated by a new technology or been simply interested in work that challenges me intellectually! Not that I was wrong, but all the time, my paramount focus needs to be about delivering highest value to the customers! It may require me to get out of my comfort zone in terms technology, domain, or degree of difficulty.<\/p>\n\n\n\n

When working on solutions, agile minds are wired to continuously deliver the highest value to customers!<\/p>\n\n\n\n

\u201cTeams\u201d dimension<\/strong><\/p>\n\n\n\n

We live in  world where solutions require multiple teams to work together to be of value. How should teams think and behave when collaborating with other teams?<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

Wiring: Collaborating Teams<\/em><\/p>\n\n\n\n

Let me start with the most damaging mindset. When senior team members or managers have ego clashes with their counterparts in other teams, neither team wins! Customer gets sub-optimal value and organization loses momentum.<\/p>\n\n\n\n

Another non-agile pattern is teams without goals or in many cases, teams are indifferent to the goals. Mindset is \u2018This is how it is here. Everything takes its own sweet time. Let me go along with it.\u2019. Another flavour to this pattern: the bar is set so low that such goals may as well not exist. Such teams deliver sub-optimal performance and there is lack of motivation to improve.<\/p>\n\n\n\n

To be fair, many practicing agile teams do focus on their goals \u2013 sprint goals, quarterly goals, release goals are clearly articulated and understood. Yet their performance is hindered by dependencies with other teams which seem to be operating in their own worlds!<\/p>\n\n\n\n

High performing agile teams are able to align continuously with shared goals which are typically one level above team\u2019s goals. This behaviour requires teams to be aware of streams of work that would create value to the customer and adapt their planning and execution continuously.<\/p>\n\n\n\n

When working with other teams, agile minds are wired to think win-win, foster collaboration, and focus on shared goals!<\/p>\n\n\n\n

\u201cSelf\u201d dimension<\/strong><\/p>\n\n\n\n

Eventually it comes to personal change! Toughest battleground. It starts with awareness of the need for change. It is not easy to believe when someone else points to the need for change. It is relatively easier to believe when the awareness comes within. It is tricky because I am the observer, and I am the observed. In other words, the quality of your inner mirror is vital to see a clear and complete picture of yourself and the need for change. Imagine a bathroom mirror with a hole \u2013 you may live your entire life without realizing that you have a nose!<\/p>\n\n\n\n

Awareness is not enough though. It happens to me all the time \u2013 I know I need to change something, yet I do not change. Let us take a simple example: I heard that if one avoids screen time for one hour before going to bed, sleep quality is better. I still cannot help watching something in my mobile while in bed. Moral of the story: \u201cKnowing what to change is hard enough but acting on the knowledge is harder!\u201d.<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

Wiring: Changing Self<\/strong><\/p>\n\n\n\n

Step one is awareness. If you are not aware, you are blissfully ignorant. One trap is your past success \u2013 there are set mental pathways that worked well for you in the past but gets in the way now. Once you are aware, the will to act is often dictated by your \u2018why\u2019. If I stop looking at my mobile before going to sleep, motivation will come from my desire for better quality sleep and an alert mind the next day! We are emotional creatures; Overcoming mental resistance \/ inertia -> requires emotional propulsion \u2013 overcoming fear, insecurity and how you feel about failure. Agile leaders can play a decisive role in cultivating the right kind of environment where it is ok to fail.<\/p>\n\n\n\n

When working with self, agile minds are wired to look into their inner mirror, have the will to act and feel safe to experiment and learn!<\/p>\n\n\n\n

Summary<\/strong><\/p>\n\n\n\n

There are three nested dimensions or contexts where agility shows up from the way we think, feel, and behave. How we create solutions? How we work with other teams in creating the solutions? How we change personally?<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

When working on solutions<\/strong>, agile minds are wired to continuously deliver the highest value to customers!<\/p>\n\n\n\n

When working with other teams<\/strong>, agile minds are wired to think win-win, foster collaboration, and focus on shared goals!<\/p>\n\n\n\n

When working with self<\/strong>, agile minds are wired to look into their inner mirror, have the will to act and feel safe to experiment and learn! \u2018Being agile\u2019 delivers results and sustainable advantage. It does good for individuals, organizations, and customers. It requires re-wiring of the brain to create new neural pathways! It is possible.<\/p>\n\n\n\n

\u2018Being agile\u2019 delivers results and sustainable advantage. It does good for individuals, organizations, and customers. It requires re-wiring of the brain to create new neural pathways! It is possible.<\/p>\n","post_title":"Re-wiring for Agility","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"re-wiring-for-agility","to_ping":"","pinged":"","post_modified":"2024-11-27 10:45:57","post_modified_gmt":"2024-11-27 05:15:57","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=997750","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":991291,"post_author":"8","post_date":"2019-11-05 12:20:00","post_date_gmt":"2019-11-05 12:20:00","post_content":"\n

Ryan is frustrated. It happens again and again, same old problem. He approaches the team and says \u201c I didn\u2019t get any data from the system again !\u201d. Have you got any ideas to fix it?<\/p>\n\n\n\n

The reactions from the team members are the following:<\/p>\n\n\n\n

Fred : Well, that\u2019s bad.<\/p>\n\n\n\n

Frank[thinks]: I\u2019m glad, I didn\u2019t choose the task today.<\/p>\n\n\n\n

Ron : It was fine when I tried it yesterday.<\/p>\n\n\n\n

John : It helped me to restart my PC last night.<\/p>\n\n\n\n

What\u2019s the most optimal way to proceed?<\/strong><\/p>\n","post_title":"CHOW #171 \u2013 No data from the system again!","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-171-no-data-from-the-system-again-2","to_ping":"","pinged":"","post_modified":"2024-01-24 12:30:56","post_modified_gmt":"2024-01-24 12:30:56","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=991291","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"}; \n

\"\"<\/figure>\n\n\n\n

In other words, agility begins in the mind, in each one of our minds. Does the way our brain functions have anything to do with our behaviour? Think of our brain as a dynamic connected grid. There are billions of pathways lighting up every time we think, feel, or do something. Some of these pathways are well travelled and established ways of being, feeling and doing! Good news is that brain can make new connections \u2013 new experiences, being in a new environment, learning new skills and new activity create new pathways and re-wire your brain!<\/p>\n\n\n\n

With proactive and well-directed effort, you can accelerate rewiring!<\/p>\n\n\n\n

Three dimensions to re-wiring for agility<\/strong><\/p>\n\n\n\n

Based on my consulting experience, I discovered three nested dimensions or contexts when a participant in the transformation can change<\/a>.<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

Solutions: Teams: Self<\/p>\n\n\n\n

1. What are you focused on while creating solutions?
2. While creating solutions, how do you think and collaborate with other teams?
3. At the root of all change is your willingness to change self and act accordingly.<\/p>\n\n\n\n

<\/p>\n\n\n\n

\u201cSolutions\u201d dimension<\/strong><\/p>\n\n\n\n

Agility is essentially about delivering the highest value to customers. This must be paramount in the minds of the developers. For a few good reasons, many developers in large organizations find it difficult to relate to the actual users of the software product. When I started my software career, we worked alongside the users of my solution in another floor or an adjacent building. Today the \u2018distance\u2019 between the developer and the user has increased multi-fold. Picture below is typical in large software product development organizations:<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

Metaphorically \u201cDistance\u201d between Developer & User has increased as we scale! User narratives get abstracted and feedback loops are less effective! Organizations need to find ways to reduce this \u2018distance.\u2019 In my experience, collaborative practices alone are not enough but need to be supported by willingness to invest time and energy from all members.<\/p>\n\n\n\n

Wiring: Right Solutions<\/strong><\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

As a developer, I have often focused on my domain of interest or been motivated by a new technology or been simply interested in work that challenges me intellectually! Not that I was wrong, but all the time, my paramount focus needs to be about delivering highest value to the customers! It may require me to get out of my comfort zone in terms technology, domain, or degree of difficulty.<\/p>\n\n\n\n

When working on solutions, agile minds are wired to continuously deliver the highest value to customers!<\/p>\n\n\n\n

\u201cTeams\u201d dimension<\/strong><\/p>\n\n\n\n

We live in  world where solutions require multiple teams to work together to be of value. How should teams think and behave when collaborating with other teams?<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

Wiring: Collaborating Teams<\/em><\/p>\n\n\n\n

Let me start with the most damaging mindset. When senior team members or managers have ego clashes with their counterparts in other teams, neither team wins! Customer gets sub-optimal value and organization loses momentum.<\/p>\n\n\n\n

Another non-agile pattern is teams without goals or in many cases, teams are indifferent to the goals. Mindset is \u2018This is how it is here. Everything takes its own sweet time. Let me go along with it.\u2019. Another flavour to this pattern: the bar is set so low that such goals may as well not exist. Such teams deliver sub-optimal performance and there is lack of motivation to improve.<\/p>\n\n\n\n

To be fair, many practicing agile teams do focus on their goals \u2013 sprint goals, quarterly goals, release goals are clearly articulated and understood. Yet their performance is hindered by dependencies with other teams which seem to be operating in their own worlds!<\/p>\n\n\n\n

High performing agile teams are able to align continuously with shared goals which are typically one level above team\u2019s goals. This behaviour requires teams to be aware of streams of work that would create value to the customer and adapt their planning and execution continuously.<\/p>\n\n\n\n

When working with other teams, agile minds are wired to think win-win, foster collaboration, and focus on shared goals!<\/p>\n\n\n\n

\u201cSelf\u201d dimension<\/strong><\/p>\n\n\n\n

Eventually it comes to personal change! Toughest battleground. It starts with awareness of the need for change. It is not easy to believe when someone else points to the need for change. It is relatively easier to believe when the awareness comes within. It is tricky because I am the observer, and I am the observed. In other words, the quality of your inner mirror is vital to see a clear and complete picture of yourself and the need for change. Imagine a bathroom mirror with a hole \u2013 you may live your entire life without realizing that you have a nose!<\/p>\n\n\n\n

Awareness is not enough though. It happens to me all the time \u2013 I know I need to change something, yet I do not change. Let us take a simple example: I heard that if one avoids screen time for one hour before going to bed, sleep quality is better. I still cannot help watching something in my mobile while in bed. Moral of the story: \u201cKnowing what to change is hard enough but acting on the knowledge is harder!\u201d.<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

Wiring: Changing Self<\/strong><\/p>\n\n\n\n

Step one is awareness. If you are not aware, you are blissfully ignorant. One trap is your past success \u2013 there are set mental pathways that worked well for you in the past but gets in the way now. Once you are aware, the will to act is often dictated by your \u2018why\u2019. If I stop looking at my mobile before going to sleep, motivation will come from my desire for better quality sleep and an alert mind the next day! We are emotional creatures; Overcoming mental resistance \/ inertia -> requires emotional propulsion \u2013 overcoming fear, insecurity and how you feel about failure. Agile leaders can play a decisive role in cultivating the right kind of environment where it is ok to fail.<\/p>\n\n\n\n

When working with self, agile minds are wired to look into their inner mirror, have the will to act and feel safe to experiment and learn!<\/p>\n\n\n\n

Summary<\/strong><\/p>\n\n\n\n

There are three nested dimensions or contexts where agility shows up from the way we think, feel, and behave. How we create solutions? How we work with other teams in creating the solutions? How we change personally?<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

When working on solutions<\/strong>, agile minds are wired to continuously deliver the highest value to customers!<\/p>\n\n\n\n

When working with other teams<\/strong>, agile minds are wired to think win-win, foster collaboration, and focus on shared goals!<\/p>\n\n\n\n

When working with self<\/strong>, agile minds are wired to look into their inner mirror, have the will to act and feel safe to experiment and learn! \u2018Being agile\u2019 delivers results and sustainable advantage. It does good for individuals, organizations, and customers. It requires re-wiring of the brain to create new neural pathways! It is possible.<\/p>\n\n\n\n

\u2018Being agile\u2019 delivers results and sustainable advantage. It does good for individuals, organizations, and customers. It requires re-wiring of the brain to create new neural pathways! It is possible.<\/p>\n","post_title":"Re-wiring for Agility","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"re-wiring-for-agility","to_ping":"","pinged":"","post_modified":"2024-11-27 10:45:57","post_modified_gmt":"2024-11-27 05:15:57","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=997750","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":991291,"post_author":"8","post_date":"2019-11-05 12:20:00","post_date_gmt":"2019-11-05 12:20:00","post_content":"\n

Ryan is frustrated. It happens again and again, same old problem. He approaches the team and says \u201c I didn\u2019t get any data from the system again !\u201d. Have you got any ideas to fix it?<\/p>\n\n\n\n

The reactions from the team members are the following:<\/p>\n\n\n\n

Fred : Well, that\u2019s bad.<\/p>\n\n\n\n

Frank[thinks]: I\u2019m glad, I didn\u2019t choose the task today.<\/p>\n\n\n\n

Ron : It was fine when I tried it yesterday.<\/p>\n\n\n\n

John : It helped me to restart my PC last night.<\/p>\n\n\n\n

What\u2019s the most optimal way to proceed?<\/strong><\/p>\n","post_title":"CHOW #171 \u2013 No data from the system again!","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-171-no-data-from-the-system-again-2","to_ping":"","pinged":"","post_modified":"2024-01-24 12:30:56","post_modified_gmt":"2024-01-24 12:30:56","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=991291","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"}; \n

Individual change and the brain<\/strong><\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

In other words, agility begins in the mind, in each one of our minds. Does the way our brain functions have anything to do with our behaviour? Think of our brain as a dynamic connected grid. There are billions of pathways lighting up every time we think, feel, or do something. Some of these pathways are well travelled and established ways of being, feeling and doing! Good news is that brain can make new connections \u2013 new experiences, being in a new environment, learning new skills and new activity create new pathways and re-wire your brain!<\/p>\n\n\n\n

With proactive and well-directed effort, you can accelerate rewiring!<\/p>\n\n\n\n

Three dimensions to re-wiring for agility<\/strong><\/p>\n\n\n\n

Based on my consulting experience, I discovered three nested dimensions or contexts when a participant in the transformation can change<\/a>.<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

Solutions: Teams: Self<\/p>\n\n\n\n

1. What are you focused on while creating solutions?
2. While creating solutions, how do you think and collaborate with other teams?
3. At the root of all change is your willingness to change self and act accordingly.<\/p>\n\n\n\n

<\/p>\n\n\n\n

\u201cSolutions\u201d dimension<\/strong><\/p>\n\n\n\n

Agility is essentially about delivering the highest value to customers. This must be paramount in the minds of the developers. For a few good reasons, many developers in large organizations find it difficult to relate to the actual users of the software product. When I started my software career, we worked alongside the users of my solution in another floor or an adjacent building. Today the \u2018distance\u2019 between the developer and the user has increased multi-fold. Picture below is typical in large software product development organizations:<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

Metaphorically \u201cDistance\u201d between Developer & User has increased as we scale! User narratives get abstracted and feedback loops are less effective! Organizations need to find ways to reduce this \u2018distance.\u2019 In my experience, collaborative practices alone are not enough but need to be supported by willingness to invest time and energy from all members.<\/p>\n\n\n\n

Wiring: Right Solutions<\/strong><\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

As a developer, I have often focused on my domain of interest or been motivated by a new technology or been simply interested in work that challenges me intellectually! Not that I was wrong, but all the time, my paramount focus needs to be about delivering highest value to the customers! It may require me to get out of my comfort zone in terms technology, domain, or degree of difficulty.<\/p>\n\n\n\n

When working on solutions, agile minds are wired to continuously deliver the highest value to customers!<\/p>\n\n\n\n

\u201cTeams\u201d dimension<\/strong><\/p>\n\n\n\n

We live in  world where solutions require multiple teams to work together to be of value. How should teams think and behave when collaborating with other teams?<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

Wiring: Collaborating Teams<\/em><\/p>\n\n\n\n

Let me start with the most damaging mindset. When senior team members or managers have ego clashes with their counterparts in other teams, neither team wins! Customer gets sub-optimal value and organization loses momentum.<\/p>\n\n\n\n

Another non-agile pattern is teams without goals or in many cases, teams are indifferent to the goals. Mindset is \u2018This is how it is here. Everything takes its own sweet time. Let me go along with it.\u2019. Another flavour to this pattern: the bar is set so low that such goals may as well not exist. Such teams deliver sub-optimal performance and there is lack of motivation to improve.<\/p>\n\n\n\n

To be fair, many practicing agile teams do focus on their goals \u2013 sprint goals, quarterly goals, release goals are clearly articulated and understood. Yet their performance is hindered by dependencies with other teams which seem to be operating in their own worlds!<\/p>\n\n\n\n

High performing agile teams are able to align continuously with shared goals which are typically one level above team\u2019s goals. This behaviour requires teams to be aware of streams of work that would create value to the customer and adapt their planning and execution continuously.<\/p>\n\n\n\n

When working with other teams, agile minds are wired to think win-win, foster collaboration, and focus on shared goals!<\/p>\n\n\n\n

\u201cSelf\u201d dimension<\/strong><\/p>\n\n\n\n

Eventually it comes to personal change! Toughest battleground. It starts with awareness of the need for change. It is not easy to believe when someone else points to the need for change. It is relatively easier to believe when the awareness comes within. It is tricky because I am the observer, and I am the observed. In other words, the quality of your inner mirror is vital to see a clear and complete picture of yourself and the need for change. Imagine a bathroom mirror with a hole \u2013 you may live your entire life without realizing that you have a nose!<\/p>\n\n\n\n

Awareness is not enough though. It happens to me all the time \u2013 I know I need to change something, yet I do not change. Let us take a simple example: I heard that if one avoids screen time for one hour before going to bed, sleep quality is better. I still cannot help watching something in my mobile while in bed. Moral of the story: \u201cKnowing what to change is hard enough but acting on the knowledge is harder!\u201d.<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

Wiring: Changing Self<\/strong><\/p>\n\n\n\n

Step one is awareness. If you are not aware, you are blissfully ignorant. One trap is your past success \u2013 there are set mental pathways that worked well for you in the past but gets in the way now. Once you are aware, the will to act is often dictated by your \u2018why\u2019. If I stop looking at my mobile before going to sleep, motivation will come from my desire for better quality sleep and an alert mind the next day! We are emotional creatures; Overcoming mental resistance \/ inertia -> requires emotional propulsion \u2013 overcoming fear, insecurity and how you feel about failure. Agile leaders can play a decisive role in cultivating the right kind of environment where it is ok to fail.<\/p>\n\n\n\n

When working with self, agile minds are wired to look into their inner mirror, have the will to act and feel safe to experiment and learn!<\/p>\n\n\n\n

Summary<\/strong><\/p>\n\n\n\n

There are three nested dimensions or contexts where agility shows up from the way we think, feel, and behave. How we create solutions? How we work with other teams in creating the solutions? How we change personally?<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

When working on solutions<\/strong>, agile minds are wired to continuously deliver the highest value to customers!<\/p>\n\n\n\n

When working with other teams<\/strong>, agile minds are wired to think win-win, foster collaboration, and focus on shared goals!<\/p>\n\n\n\n

When working with self<\/strong>, agile minds are wired to look into their inner mirror, have the will to act and feel safe to experiment and learn! \u2018Being agile\u2019 delivers results and sustainable advantage. It does good for individuals, organizations, and customers. It requires re-wiring of the brain to create new neural pathways! It is possible.<\/p>\n\n\n\n

\u2018Being agile\u2019 delivers results and sustainable advantage. It does good for individuals, organizations, and customers. It requires re-wiring of the brain to create new neural pathways! It is possible.<\/p>\n","post_title":"Re-wiring for Agility","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"re-wiring-for-agility","to_ping":"","pinged":"","post_modified":"2024-11-27 10:45:57","post_modified_gmt":"2024-11-27 05:15:57","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=997750","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":991291,"post_author":"8","post_date":"2019-11-05 12:20:00","post_date_gmt":"2019-11-05 12:20:00","post_content":"\n

Ryan is frustrated. It happens again and again, same old problem. He approaches the team and says \u201c I didn\u2019t get any data from the system again !\u201d. Have you got any ideas to fix it?<\/p>\n\n\n\n

The reactions from the team members are the following:<\/p>\n\n\n\n

Fred : Well, that\u2019s bad.<\/p>\n\n\n\n

Frank[thinks]: I\u2019m glad, I didn\u2019t choose the task today.<\/p>\n\n\n\n

Ron : It was fine when I tried it yesterday.<\/p>\n\n\n\n

John : It helped me to restart my PC last night.<\/p>\n\n\n\n

What\u2019s the most optimal way to proceed?<\/strong><\/p>\n","post_title":"CHOW #171 \u2013 No data from the system again!","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-171-no-data-from-the-system-again-2","to_ping":"","pinged":"","post_modified":"2024-01-24 12:30:56","post_modified_gmt":"2024-01-24 12:30:56","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=991291","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"}; \n

Agility is brought about by \u2018Doing\u2019 agile and \u2018Being\u2019 agile as you see in the picture. Agile ceremonies, artefacts, tools, metrics, and structure are necessary for agility. However, your organization will move in the right direction only when you get the subtler aspects below the iceberg right. Many of those aspects are about transformation in the way people think and behave. An organization is a collective entity, and it would appear to an individual that the collective must change first. In this post, I would like us to focus on how the individual can change. It helps the individual to take ownership for self and participate in the collective\u2019s transformation.<\/p>\n\n\n\n

Individual change and the brain<\/strong><\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

In other words, agility begins in the mind, in each one of our minds. Does the way our brain functions have anything to do with our behaviour? Think of our brain as a dynamic connected grid. There are billions of pathways lighting up every time we think, feel, or do something. Some of these pathways are well travelled and established ways of being, feeling and doing! Good news is that brain can make new connections \u2013 new experiences, being in a new environment, learning new skills and new activity create new pathways and re-wire your brain!<\/p>\n\n\n\n

With proactive and well-directed effort, you can accelerate rewiring!<\/p>\n\n\n\n

Three dimensions to re-wiring for agility<\/strong><\/p>\n\n\n\n

Based on my consulting experience, I discovered three nested dimensions or contexts when a participant in the transformation can change<\/a>.<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

Solutions: Teams: Self<\/p>\n\n\n\n

1. What are you focused on while creating solutions?
2. While creating solutions, how do you think and collaborate with other teams?
3. At the root of all change is your willingness to change self and act accordingly.<\/p>\n\n\n\n

<\/p>\n\n\n\n

\u201cSolutions\u201d dimension<\/strong><\/p>\n\n\n\n

Agility is essentially about delivering the highest value to customers. This must be paramount in the minds of the developers. For a few good reasons, many developers in large organizations find it difficult to relate to the actual users of the software product. When I started my software career, we worked alongside the users of my solution in another floor or an adjacent building. Today the \u2018distance\u2019 between the developer and the user has increased multi-fold. Picture below is typical in large software product development organizations:<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

Metaphorically \u201cDistance\u201d between Developer & User has increased as we scale! User narratives get abstracted and feedback loops are less effective! Organizations need to find ways to reduce this \u2018distance.\u2019 In my experience, collaborative practices alone are not enough but need to be supported by willingness to invest time and energy from all members.<\/p>\n\n\n\n

Wiring: Right Solutions<\/strong><\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

As a developer, I have often focused on my domain of interest or been motivated by a new technology or been simply interested in work that challenges me intellectually! Not that I was wrong, but all the time, my paramount focus needs to be about delivering highest value to the customers! It may require me to get out of my comfort zone in terms technology, domain, or degree of difficulty.<\/p>\n\n\n\n

When working on solutions, agile minds are wired to continuously deliver the highest value to customers!<\/p>\n\n\n\n

\u201cTeams\u201d dimension<\/strong><\/p>\n\n\n\n

We live in  world where solutions require multiple teams to work together to be of value. How should teams think and behave when collaborating with other teams?<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

Wiring: Collaborating Teams<\/em><\/p>\n\n\n\n

Let me start with the most damaging mindset. When senior team members or managers have ego clashes with their counterparts in other teams, neither team wins! Customer gets sub-optimal value and organization loses momentum.<\/p>\n\n\n\n

Another non-agile pattern is teams without goals or in many cases, teams are indifferent to the goals. Mindset is \u2018This is how it is here. Everything takes its own sweet time. Let me go along with it.\u2019. Another flavour to this pattern: the bar is set so low that such goals may as well not exist. Such teams deliver sub-optimal performance and there is lack of motivation to improve.<\/p>\n\n\n\n

To be fair, many practicing agile teams do focus on their goals \u2013 sprint goals, quarterly goals, release goals are clearly articulated and understood. Yet their performance is hindered by dependencies with other teams which seem to be operating in their own worlds!<\/p>\n\n\n\n

High performing agile teams are able to align continuously with shared goals which are typically one level above team\u2019s goals. This behaviour requires teams to be aware of streams of work that would create value to the customer and adapt their planning and execution continuously.<\/p>\n\n\n\n

When working with other teams, agile minds are wired to think win-win, foster collaboration, and focus on shared goals!<\/p>\n\n\n\n

\u201cSelf\u201d dimension<\/strong><\/p>\n\n\n\n

Eventually it comes to personal change! Toughest battleground. It starts with awareness of the need for change. It is not easy to believe when someone else points to the need for change. It is relatively easier to believe when the awareness comes within. It is tricky because I am the observer, and I am the observed. In other words, the quality of your inner mirror is vital to see a clear and complete picture of yourself and the need for change. Imagine a bathroom mirror with a hole \u2013 you may live your entire life without realizing that you have a nose!<\/p>\n\n\n\n

Awareness is not enough though. It happens to me all the time \u2013 I know I need to change something, yet I do not change. Let us take a simple example: I heard that if one avoids screen time for one hour before going to bed, sleep quality is better. I still cannot help watching something in my mobile while in bed. Moral of the story: \u201cKnowing what to change is hard enough but acting on the knowledge is harder!\u201d.<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

Wiring: Changing Self<\/strong><\/p>\n\n\n\n

Step one is awareness. If you are not aware, you are blissfully ignorant. One trap is your past success \u2013 there are set mental pathways that worked well for you in the past but gets in the way now. Once you are aware, the will to act is often dictated by your \u2018why\u2019. If I stop looking at my mobile before going to sleep, motivation will come from my desire for better quality sleep and an alert mind the next day! We are emotional creatures; Overcoming mental resistance \/ inertia -> requires emotional propulsion \u2013 overcoming fear, insecurity and how you feel about failure. Agile leaders can play a decisive role in cultivating the right kind of environment where it is ok to fail.<\/p>\n\n\n\n

When working with self, agile minds are wired to look into their inner mirror, have the will to act and feel safe to experiment and learn!<\/p>\n\n\n\n

Summary<\/strong><\/p>\n\n\n\n

There are three nested dimensions or contexts where agility shows up from the way we think, feel, and behave. How we create solutions? How we work with other teams in creating the solutions? How we change personally?<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

When working on solutions<\/strong>, agile minds are wired to continuously deliver the highest value to customers!<\/p>\n\n\n\n

When working with other teams<\/strong>, agile minds are wired to think win-win, foster collaboration, and focus on shared goals!<\/p>\n\n\n\n

When working with self<\/strong>, agile minds are wired to look into their inner mirror, have the will to act and feel safe to experiment and learn! \u2018Being agile\u2019 delivers results and sustainable advantage. It does good for individuals, organizations, and customers. It requires re-wiring of the brain to create new neural pathways! It is possible.<\/p>\n\n\n\n

\u2018Being agile\u2019 delivers results and sustainable advantage. It does good for individuals, organizations, and customers. It requires re-wiring of the brain to create new neural pathways! It is possible.<\/p>\n","post_title":"Re-wiring for Agility","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"re-wiring-for-agility","to_ping":"","pinged":"","post_modified":"2024-11-27 10:45:57","post_modified_gmt":"2024-11-27 05:15:57","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=997750","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":991291,"post_author":"8","post_date":"2019-11-05 12:20:00","post_date_gmt":"2019-11-05 12:20:00","post_content":"\n

Ryan is frustrated. It happens again and again, same old problem. He approaches the team and says \u201c I didn\u2019t get any data from the system again !\u201d. Have you got any ideas to fix it?<\/p>\n\n\n\n

The reactions from the team members are the following:<\/p>\n\n\n\n

Fred : Well, that\u2019s bad.<\/p>\n\n\n\n

Frank[thinks]: I\u2019m glad, I didn\u2019t choose the task today.<\/p>\n\n\n\n

Ron : It was fine when I tried it yesterday.<\/p>\n\n\n\n

John : It helped me to restart my PC last night.<\/p>\n\n\n\n

What\u2019s the most optimal way to proceed?<\/strong><\/p>\n","post_title":"CHOW #171 \u2013 No data from the system again!","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-171-no-data-from-the-system-again-2","to_ping":"","pinged":"","post_modified":"2024-01-24 12:30:56","post_modified_gmt":"2024-01-24 12:30:56","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=991291","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"}; \n

\"\"<\/figure>\n\n\n\n

Agility is brought about by \u2018Doing\u2019 agile and \u2018Being\u2019 agile as you see in the picture. Agile ceremonies, artefacts, tools, metrics, and structure are necessary for agility. However, your organization will move in the right direction only when you get the subtler aspects below the iceberg right. Many of those aspects are about transformation in the way people think and behave. An organization is a collective entity, and it would appear to an individual that the collective must change first. In this post, I would like us to focus on how the individual can change. It helps the individual to take ownership for self and participate in the collective\u2019s transformation.<\/p>\n\n\n\n

Individual change and the brain<\/strong><\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

In other words, agility begins in the mind, in each one of our minds. Does the way our brain functions have anything to do with our behaviour? Think of our brain as a dynamic connected grid. There are billions of pathways lighting up every time we think, feel, or do something. Some of these pathways are well travelled and established ways of being, feeling and doing! Good news is that brain can make new connections \u2013 new experiences, being in a new environment, learning new skills and new activity create new pathways and re-wire your brain!<\/p>\n\n\n\n

With proactive and well-directed effort, you can accelerate rewiring!<\/p>\n\n\n\n

Three dimensions to re-wiring for agility<\/strong><\/p>\n\n\n\n

Based on my consulting experience, I discovered three nested dimensions or contexts when a participant in the transformation can change<\/a>.<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

Solutions: Teams: Self<\/p>\n\n\n\n

1. What are you focused on while creating solutions?
2. While creating solutions, how do you think and collaborate with other teams?
3. At the root of all change is your willingness to change self and act accordingly.<\/p>\n\n\n\n

<\/p>\n\n\n\n

\u201cSolutions\u201d dimension<\/strong><\/p>\n\n\n\n

Agility is essentially about delivering the highest value to customers. This must be paramount in the minds of the developers. For a few good reasons, many developers in large organizations find it difficult to relate to the actual users of the software product. When I started my software career, we worked alongside the users of my solution in another floor or an adjacent building. Today the \u2018distance\u2019 between the developer and the user has increased multi-fold. Picture below is typical in large software product development organizations:<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

Metaphorically \u201cDistance\u201d between Developer & User has increased as we scale! User narratives get abstracted and feedback loops are less effective! Organizations need to find ways to reduce this \u2018distance.\u2019 In my experience, collaborative practices alone are not enough but need to be supported by willingness to invest time and energy from all members.<\/p>\n\n\n\n

Wiring: Right Solutions<\/strong><\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

As a developer, I have often focused on my domain of interest or been motivated by a new technology or been simply interested in work that challenges me intellectually! Not that I was wrong, but all the time, my paramount focus needs to be about delivering highest value to the customers! It may require me to get out of my comfort zone in terms technology, domain, or degree of difficulty.<\/p>\n\n\n\n

When working on solutions, agile minds are wired to continuously deliver the highest value to customers!<\/p>\n\n\n\n

\u201cTeams\u201d dimension<\/strong><\/p>\n\n\n\n

We live in  world where solutions require multiple teams to work together to be of value. How should teams think and behave when collaborating with other teams?<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

Wiring: Collaborating Teams<\/em><\/p>\n\n\n\n

Let me start with the most damaging mindset. When senior team members or managers have ego clashes with their counterparts in other teams, neither team wins! Customer gets sub-optimal value and organization loses momentum.<\/p>\n\n\n\n

Another non-agile pattern is teams without goals or in many cases, teams are indifferent to the goals. Mindset is \u2018This is how it is here. Everything takes its own sweet time. Let me go along with it.\u2019. Another flavour to this pattern: the bar is set so low that such goals may as well not exist. Such teams deliver sub-optimal performance and there is lack of motivation to improve.<\/p>\n\n\n\n

To be fair, many practicing agile teams do focus on their goals \u2013 sprint goals, quarterly goals, release goals are clearly articulated and understood. Yet their performance is hindered by dependencies with other teams which seem to be operating in their own worlds!<\/p>\n\n\n\n

High performing agile teams are able to align continuously with shared goals which are typically one level above team\u2019s goals. This behaviour requires teams to be aware of streams of work that would create value to the customer and adapt their planning and execution continuously.<\/p>\n\n\n\n

When working with other teams, agile minds are wired to think win-win, foster collaboration, and focus on shared goals!<\/p>\n\n\n\n

\u201cSelf\u201d dimension<\/strong><\/p>\n\n\n\n

Eventually it comes to personal change! Toughest battleground. It starts with awareness of the need for change. It is not easy to believe when someone else points to the need for change. It is relatively easier to believe when the awareness comes within. It is tricky because I am the observer, and I am the observed. In other words, the quality of your inner mirror is vital to see a clear and complete picture of yourself and the need for change. Imagine a bathroom mirror with a hole \u2013 you may live your entire life without realizing that you have a nose!<\/p>\n\n\n\n

Awareness is not enough though. It happens to me all the time \u2013 I know I need to change something, yet I do not change. Let us take a simple example: I heard that if one avoids screen time for one hour before going to bed, sleep quality is better. I still cannot help watching something in my mobile while in bed. Moral of the story: \u201cKnowing what to change is hard enough but acting on the knowledge is harder!\u201d.<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

Wiring: Changing Self<\/strong><\/p>\n\n\n\n

Step one is awareness. If you are not aware, you are blissfully ignorant. One trap is your past success \u2013 there are set mental pathways that worked well for you in the past but gets in the way now. Once you are aware, the will to act is often dictated by your \u2018why\u2019. If I stop looking at my mobile before going to sleep, motivation will come from my desire for better quality sleep and an alert mind the next day! We are emotional creatures; Overcoming mental resistance \/ inertia -> requires emotional propulsion \u2013 overcoming fear, insecurity and how you feel about failure. Agile leaders can play a decisive role in cultivating the right kind of environment where it is ok to fail.<\/p>\n\n\n\n

When working with self, agile minds are wired to look into their inner mirror, have the will to act and feel safe to experiment and learn!<\/p>\n\n\n\n

Summary<\/strong><\/p>\n\n\n\n

There are three nested dimensions or contexts where agility shows up from the way we think, feel, and behave. How we create solutions? How we work with other teams in creating the solutions? How we change personally?<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

When working on solutions<\/strong>, agile minds are wired to continuously deliver the highest value to customers!<\/p>\n\n\n\n

When working with other teams<\/strong>, agile minds are wired to think win-win, foster collaboration, and focus on shared goals!<\/p>\n\n\n\n

When working with self<\/strong>, agile minds are wired to look into their inner mirror, have the will to act and feel safe to experiment and learn! \u2018Being agile\u2019 delivers results and sustainable advantage. It does good for individuals, organizations, and customers. It requires re-wiring of the brain to create new neural pathways! It is possible.<\/p>\n\n\n\n

\u2018Being agile\u2019 delivers results and sustainable advantage. It does good for individuals, organizations, and customers. It requires re-wiring of the brain to create new neural pathways! It is possible.<\/p>\n","post_title":"Re-wiring for Agility","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"re-wiring-for-agility","to_ping":"","pinged":"","post_modified":"2024-11-27 10:45:57","post_modified_gmt":"2024-11-27 05:15:57","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=997750","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":991291,"post_author":"8","post_date":"2019-11-05 12:20:00","post_date_gmt":"2019-11-05 12:20:00","post_content":"\n

Ryan is frustrated. It happens again and again, same old problem. He approaches the team and says \u201c I didn\u2019t get any data from the system again !\u201d. Have you got any ideas to fix it?<\/p>\n\n\n\n

The reactions from the team members are the following:<\/p>\n\n\n\n

Fred : Well, that\u2019s bad.<\/p>\n\n\n\n

Frank[thinks]: I\u2019m glad, I didn\u2019t choose the task today.<\/p>\n\n\n\n

Ron : It was fine when I tried it yesterday.<\/p>\n\n\n\n

John : It helped me to restart my PC last night.<\/p>\n\n\n\n

What\u2019s the most optimal way to proceed?<\/strong><\/p>\n","post_title":"CHOW #171 \u2013 No data from the system again!","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-171-no-data-from-the-system-again-2","to_ping":"","pinged":"","post_modified":"2024-01-24 12:30:56","post_modified_gmt":"2024-01-24 12:30:56","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=991291","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"}; \n

Imagine that you are standing on the deck of a ship and watching an iceberg floating in the sea. You are puzzled by the movement of the iceberg in the direction opposite to the direction of the wind. Captain of the ship demystifies the phenomenon for you: \u201cYou see, most of the iceberg is below the water and it is the direction of the current that dictates the movement of the iceberg\u201d. As the leader pointed out in his talk, visible product and process related changes are necessary but it is about how we transform ourselves in the way we think and behave \u2013 the dynamics below the surface and not so visible.<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

Agility is brought about by \u2018Doing\u2019 agile and \u2018Being\u2019 agile as you see in the picture. Agile ceremonies, artefacts, tools, metrics, and structure are necessary for agility. However, your organization will move in the right direction only when you get the subtler aspects below the iceberg right. Many of those aspects are about transformation in the way people think and behave. An organization is a collective entity, and it would appear to an individual that the collective must change first. In this post, I would like us to focus on how the individual can change. It helps the individual to take ownership for self and participate in the collective\u2019s transformation.<\/p>\n\n\n\n

Individual change and the brain<\/strong><\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

In other words, agility begins in the mind, in each one of our minds. Does the way our brain functions have anything to do with our behaviour? Think of our brain as a dynamic connected grid. There are billions of pathways lighting up every time we think, feel, or do something. Some of these pathways are well travelled and established ways of being, feeling and doing! Good news is that brain can make new connections \u2013 new experiences, being in a new environment, learning new skills and new activity create new pathways and re-wire your brain!<\/p>\n\n\n\n

With proactive and well-directed effort, you can accelerate rewiring!<\/p>\n\n\n\n

Three dimensions to re-wiring for agility<\/strong><\/p>\n\n\n\n

Based on my consulting experience, I discovered three nested dimensions or contexts when a participant in the transformation can change<\/a>.<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

Solutions: Teams: Self<\/p>\n\n\n\n

1. What are you focused on while creating solutions?
2. While creating solutions, how do you think and collaborate with other teams?
3. At the root of all change is your willingness to change self and act accordingly.<\/p>\n\n\n\n

<\/p>\n\n\n\n

\u201cSolutions\u201d dimension<\/strong><\/p>\n\n\n\n

Agility is essentially about delivering the highest value to customers. This must be paramount in the minds of the developers. For a few good reasons, many developers in large organizations find it difficult to relate to the actual users of the software product. When I started my software career, we worked alongside the users of my solution in another floor or an adjacent building. Today the \u2018distance\u2019 between the developer and the user has increased multi-fold. Picture below is typical in large software product development organizations:<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

Metaphorically \u201cDistance\u201d between Developer & User has increased as we scale! User narratives get abstracted and feedback loops are less effective! Organizations need to find ways to reduce this \u2018distance.\u2019 In my experience, collaborative practices alone are not enough but need to be supported by willingness to invest time and energy from all members.<\/p>\n\n\n\n

Wiring: Right Solutions<\/strong><\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

As a developer, I have often focused on my domain of interest or been motivated by a new technology or been simply interested in work that challenges me intellectually! Not that I was wrong, but all the time, my paramount focus needs to be about delivering highest value to the customers! It may require me to get out of my comfort zone in terms technology, domain, or degree of difficulty.<\/p>\n\n\n\n

When working on solutions, agile minds are wired to continuously deliver the highest value to customers!<\/p>\n\n\n\n

\u201cTeams\u201d dimension<\/strong><\/p>\n\n\n\n

We live in  world where solutions require multiple teams to work together to be of value. How should teams think and behave when collaborating with other teams?<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

Wiring: Collaborating Teams<\/em><\/p>\n\n\n\n

Let me start with the most damaging mindset. When senior team members or managers have ego clashes with their counterparts in other teams, neither team wins! Customer gets sub-optimal value and organization loses momentum.<\/p>\n\n\n\n

Another non-agile pattern is teams without goals or in many cases, teams are indifferent to the goals. Mindset is \u2018This is how it is here. Everything takes its own sweet time. Let me go along with it.\u2019. Another flavour to this pattern: the bar is set so low that such goals may as well not exist. Such teams deliver sub-optimal performance and there is lack of motivation to improve.<\/p>\n\n\n\n

To be fair, many practicing agile teams do focus on their goals \u2013 sprint goals, quarterly goals, release goals are clearly articulated and understood. Yet their performance is hindered by dependencies with other teams which seem to be operating in their own worlds!<\/p>\n\n\n\n

High performing agile teams are able to align continuously with shared goals which are typically one level above team\u2019s goals. This behaviour requires teams to be aware of streams of work that would create value to the customer and adapt their planning and execution continuously.<\/p>\n\n\n\n

When working with other teams, agile minds are wired to think win-win, foster collaboration, and focus on shared goals!<\/p>\n\n\n\n

\u201cSelf\u201d dimension<\/strong><\/p>\n\n\n\n

Eventually it comes to personal change! Toughest battleground. It starts with awareness of the need for change. It is not easy to believe when someone else points to the need for change. It is relatively easier to believe when the awareness comes within. It is tricky because I am the observer, and I am the observed. In other words, the quality of your inner mirror is vital to see a clear and complete picture of yourself and the need for change. Imagine a bathroom mirror with a hole \u2013 you may live your entire life without realizing that you have a nose!<\/p>\n\n\n\n

Awareness is not enough though. It happens to me all the time \u2013 I know I need to change something, yet I do not change. Let us take a simple example: I heard that if one avoids screen time for one hour before going to bed, sleep quality is better. I still cannot help watching something in my mobile while in bed. Moral of the story: \u201cKnowing what to change is hard enough but acting on the knowledge is harder!\u201d.<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

Wiring: Changing Self<\/strong><\/p>\n\n\n\n

Step one is awareness. If you are not aware, you are blissfully ignorant. One trap is your past success \u2013 there are set mental pathways that worked well for you in the past but gets in the way now. Once you are aware, the will to act is often dictated by your \u2018why\u2019. If I stop looking at my mobile before going to sleep, motivation will come from my desire for better quality sleep and an alert mind the next day! We are emotional creatures; Overcoming mental resistance \/ inertia -> requires emotional propulsion \u2013 overcoming fear, insecurity and how you feel about failure. Agile leaders can play a decisive role in cultivating the right kind of environment where it is ok to fail.<\/p>\n\n\n\n

When working with self, agile minds are wired to look into their inner mirror, have the will to act and feel safe to experiment and learn!<\/p>\n\n\n\n

Summary<\/strong><\/p>\n\n\n\n

There are three nested dimensions or contexts where agility shows up from the way we think, feel, and behave. How we create solutions? How we work with other teams in creating the solutions? How we change personally?<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

When working on solutions<\/strong>, agile minds are wired to continuously deliver the highest value to customers!<\/p>\n\n\n\n

When working with other teams<\/strong>, agile minds are wired to think win-win, foster collaboration, and focus on shared goals!<\/p>\n\n\n\n

When working with self<\/strong>, agile minds are wired to look into their inner mirror, have the will to act and feel safe to experiment and learn! \u2018Being agile\u2019 delivers results and sustainable advantage. It does good for individuals, organizations, and customers. It requires re-wiring of the brain to create new neural pathways! It is possible.<\/p>\n\n\n\n

\u2018Being agile\u2019 delivers results and sustainable advantage. It does good for individuals, organizations, and customers. It requires re-wiring of the brain to create new neural pathways! It is possible.<\/p>\n","post_title":"Re-wiring for Agility","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"re-wiring-for-agility","to_ping":"","pinged":"","post_modified":"2024-11-27 10:45:57","post_modified_gmt":"2024-11-27 05:15:57","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=997750","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":991291,"post_author":"8","post_date":"2019-11-05 12:20:00","post_date_gmt":"2019-11-05 12:20:00","post_content":"\n

Ryan is frustrated. It happens again and again, same old problem. He approaches the team and says \u201c I didn\u2019t get any data from the system again !\u201d. Have you got any ideas to fix it?<\/p>\n\n\n\n

The reactions from the team members are the following:<\/p>\n\n\n\n

Fred : Well, that\u2019s bad.<\/p>\n\n\n\n

Frank[thinks]: I\u2019m glad, I didn\u2019t choose the task today.<\/p>\n\n\n\n

Ron : It was fine when I tried it yesterday.<\/p>\n\n\n\n

John : It helped me to restart my PC last night.<\/p>\n\n\n\n

What\u2019s the most optimal way to proceed?<\/strong><\/p>\n","post_title":"CHOW #171 \u2013 No data from the system again!","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-171-no-data-from-the-system-again-2","to_ping":"","pinged":"","post_modified":"2024-01-24 12:30:56","post_modified_gmt":"2024-01-24 12:30:56","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=991291","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"}; \n

\"\"<\/figure>\n\n\n\n

Imagine that you are standing on the deck of a ship and watching an iceberg floating in the sea. You are puzzled by the movement of the iceberg in the direction opposite to the direction of the wind. Captain of the ship demystifies the phenomenon for you: \u201cYou see, most of the iceberg is below the water and it is the direction of the current that dictates the movement of the iceberg\u201d. As the leader pointed out in his talk, visible product and process related changes are necessary but it is about how we transform ourselves in the way we think and behave \u2013 the dynamics below the surface and not so visible.<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

Agility is brought about by \u2018Doing\u2019 agile and \u2018Being\u2019 agile as you see in the picture. Agile ceremonies, artefacts, tools, metrics, and structure are necessary for agility. However, your organization will move in the right direction only when you get the subtler aspects below the iceberg right. Many of those aspects are about transformation in the way people think and behave. An organization is a collective entity, and it would appear to an individual that the collective must change first. In this post, I would like us to focus on how the individual can change. It helps the individual to take ownership for self and participate in the collective\u2019s transformation.<\/p>\n\n\n\n

Individual change and the brain<\/strong><\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

In other words, agility begins in the mind, in each one of our minds. Does the way our brain functions have anything to do with our behaviour? Think of our brain as a dynamic connected grid. There are billions of pathways lighting up every time we think, feel, or do something. Some of these pathways are well travelled and established ways of being, feeling and doing! Good news is that brain can make new connections \u2013 new experiences, being in a new environment, learning new skills and new activity create new pathways and re-wire your brain!<\/p>\n\n\n\n

With proactive and well-directed effort, you can accelerate rewiring!<\/p>\n\n\n\n

Three dimensions to re-wiring for agility<\/strong><\/p>\n\n\n\n

Based on my consulting experience, I discovered three nested dimensions or contexts when a participant in the transformation can change<\/a>.<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

Solutions: Teams: Self<\/p>\n\n\n\n

1. What are you focused on while creating solutions?
2. While creating solutions, how do you think and collaborate with other teams?
3. At the root of all change is your willingness to change self and act accordingly.<\/p>\n\n\n\n

<\/p>\n\n\n\n

\u201cSolutions\u201d dimension<\/strong><\/p>\n\n\n\n

Agility is essentially about delivering the highest value to customers. This must be paramount in the minds of the developers. For a few good reasons, many developers in large organizations find it difficult to relate to the actual users of the software product. When I started my software career, we worked alongside the users of my solution in another floor or an adjacent building. Today the \u2018distance\u2019 between the developer and the user has increased multi-fold. Picture below is typical in large software product development organizations:<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

Metaphorically \u201cDistance\u201d between Developer & User has increased as we scale! User narratives get abstracted and feedback loops are less effective! Organizations need to find ways to reduce this \u2018distance.\u2019 In my experience, collaborative practices alone are not enough but need to be supported by willingness to invest time and energy from all members.<\/p>\n\n\n\n

Wiring: Right Solutions<\/strong><\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

As a developer, I have often focused on my domain of interest or been motivated by a new technology or been simply interested in work that challenges me intellectually! Not that I was wrong, but all the time, my paramount focus needs to be about delivering highest value to the customers! It may require me to get out of my comfort zone in terms technology, domain, or degree of difficulty.<\/p>\n\n\n\n

When working on solutions, agile minds are wired to continuously deliver the highest value to customers!<\/p>\n\n\n\n

\u201cTeams\u201d dimension<\/strong><\/p>\n\n\n\n

We live in  world where solutions require multiple teams to work together to be of value. How should teams think and behave when collaborating with other teams?<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

Wiring: Collaborating Teams<\/em><\/p>\n\n\n\n

Let me start with the most damaging mindset. When senior team members or managers have ego clashes with their counterparts in other teams, neither team wins! Customer gets sub-optimal value and organization loses momentum.<\/p>\n\n\n\n

Another non-agile pattern is teams without goals or in many cases, teams are indifferent to the goals. Mindset is \u2018This is how it is here. Everything takes its own sweet time. Let me go along with it.\u2019. Another flavour to this pattern: the bar is set so low that such goals may as well not exist. Such teams deliver sub-optimal performance and there is lack of motivation to improve.<\/p>\n\n\n\n

To be fair, many practicing agile teams do focus on their goals \u2013 sprint goals, quarterly goals, release goals are clearly articulated and understood. Yet their performance is hindered by dependencies with other teams which seem to be operating in their own worlds!<\/p>\n\n\n\n

High performing agile teams are able to align continuously with shared goals which are typically one level above team\u2019s goals. This behaviour requires teams to be aware of streams of work that would create value to the customer and adapt their planning and execution continuously.<\/p>\n\n\n\n

When working with other teams, agile minds are wired to think win-win, foster collaboration, and focus on shared goals!<\/p>\n\n\n\n

\u201cSelf\u201d dimension<\/strong><\/p>\n\n\n\n

Eventually it comes to personal change! Toughest battleground. It starts with awareness of the need for change. It is not easy to believe when someone else points to the need for change. It is relatively easier to believe when the awareness comes within. It is tricky because I am the observer, and I am the observed. In other words, the quality of your inner mirror is vital to see a clear and complete picture of yourself and the need for change. Imagine a bathroom mirror with a hole \u2013 you may live your entire life without realizing that you have a nose!<\/p>\n\n\n\n

Awareness is not enough though. It happens to me all the time \u2013 I know I need to change something, yet I do not change. Let us take a simple example: I heard that if one avoids screen time for one hour before going to bed, sleep quality is better. I still cannot help watching something in my mobile while in bed. Moral of the story: \u201cKnowing what to change is hard enough but acting on the knowledge is harder!\u201d.<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

Wiring: Changing Self<\/strong><\/p>\n\n\n\n

Step one is awareness. If you are not aware, you are blissfully ignorant. One trap is your past success \u2013 there are set mental pathways that worked well for you in the past but gets in the way now. Once you are aware, the will to act is often dictated by your \u2018why\u2019. If I stop looking at my mobile before going to sleep, motivation will come from my desire for better quality sleep and an alert mind the next day! We are emotional creatures; Overcoming mental resistance \/ inertia -> requires emotional propulsion \u2013 overcoming fear, insecurity and how you feel about failure. Agile leaders can play a decisive role in cultivating the right kind of environment where it is ok to fail.<\/p>\n\n\n\n

When working with self, agile minds are wired to look into their inner mirror, have the will to act and feel safe to experiment and learn!<\/p>\n\n\n\n

Summary<\/strong><\/p>\n\n\n\n

There are three nested dimensions or contexts where agility shows up from the way we think, feel, and behave. How we create solutions? How we work with other teams in creating the solutions? How we change personally?<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

When working on solutions<\/strong>, agile minds are wired to continuously deliver the highest value to customers!<\/p>\n\n\n\n

When working with other teams<\/strong>, agile minds are wired to think win-win, foster collaboration, and focus on shared goals!<\/p>\n\n\n\n

When working with self<\/strong>, agile minds are wired to look into their inner mirror, have the will to act and feel safe to experiment and learn! \u2018Being agile\u2019 delivers results and sustainable advantage. It does good for individuals, organizations, and customers. It requires re-wiring of the brain to create new neural pathways! It is possible.<\/p>\n\n\n\n

\u2018Being agile\u2019 delivers results and sustainable advantage. It does good for individuals, organizations, and customers. It requires re-wiring of the brain to create new neural pathways! It is possible.<\/p>\n","post_title":"Re-wiring for Agility","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"re-wiring-for-agility","to_ping":"","pinged":"","post_modified":"2024-11-27 10:45:57","post_modified_gmt":"2024-11-27 05:15:57","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=997750","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":991291,"post_author":"8","post_date":"2019-11-05 12:20:00","post_date_gmt":"2019-11-05 12:20:00","post_content":"\n

Ryan is frustrated. It happens again and again, same old problem. He approaches the team and says \u201c I didn\u2019t get any data from the system again !\u201d. Have you got any ideas to fix it?<\/p>\n\n\n\n

The reactions from the team members are the following:<\/p>\n\n\n\n

Fred : Well, that\u2019s bad.<\/p>\n\n\n\n

Frank[thinks]: I\u2019m glad, I didn\u2019t choose the task today.<\/p>\n\n\n\n

Ron : It was fine when I tried it yesterday.<\/p>\n\n\n\n

John : It helped me to restart my PC last night.<\/p>\n\n\n\n

What\u2019s the most optimal way to proceed?<\/strong><\/p>\n","post_title":"CHOW #171 \u2013 No data from the system again!","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-171-no-data-from-the-system-again-2","to_ping":"","pinged":"","post_modified":"2024-01-24 12:30:56","post_modified_gmt":"2024-01-24 12:30:56","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=991291","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"}; \n

Beyond the visible<\/strong><\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

Imagine that you are standing on the deck of a ship and watching an iceberg floating in the sea. You are puzzled by the movement of the iceberg in the direction opposite to the direction of the wind. Captain of the ship demystifies the phenomenon for you: \u201cYou see, most of the iceberg is below the water and it is the direction of the current that dictates the movement of the iceberg\u201d. As the leader pointed out in his talk, visible product and process related changes are necessary but it is about how we transform ourselves in the way we think and behave \u2013 the dynamics below the surface and not so visible.<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

Agility is brought about by \u2018Doing\u2019 agile and \u2018Being\u2019 agile as you see in the picture. Agile ceremonies, artefacts, tools, metrics, and structure are necessary for agility. However, your organization will move in the right direction only when you get the subtler aspects below the iceberg right. Many of those aspects are about transformation in the way people think and behave. An organization is a collective entity, and it would appear to an individual that the collective must change first. In this post, I would like us to focus on how the individual can change. It helps the individual to take ownership for self and participate in the collective\u2019s transformation.<\/p>\n\n\n\n

Individual change and the brain<\/strong><\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

In other words, agility begins in the mind, in each one of our minds. Does the way our brain functions have anything to do with our behaviour? Think of our brain as a dynamic connected grid. There are billions of pathways lighting up every time we think, feel, or do something. Some of these pathways are well travelled and established ways of being, feeling and doing! Good news is that brain can make new connections \u2013 new experiences, being in a new environment, learning new skills and new activity create new pathways and re-wire your brain!<\/p>\n\n\n\n

With proactive and well-directed effort, you can accelerate rewiring!<\/p>\n\n\n\n

Three dimensions to re-wiring for agility<\/strong><\/p>\n\n\n\n

Based on my consulting experience, I discovered three nested dimensions or contexts when a participant in the transformation can change<\/a>.<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

Solutions: Teams: Self<\/p>\n\n\n\n

1. What are you focused on while creating solutions?
2. While creating solutions, how do you think and collaborate with other teams?
3. At the root of all change is your willingness to change self and act accordingly.<\/p>\n\n\n\n

<\/p>\n\n\n\n

\u201cSolutions\u201d dimension<\/strong><\/p>\n\n\n\n

Agility is essentially about delivering the highest value to customers. This must be paramount in the minds of the developers. For a few good reasons, many developers in large organizations find it difficult to relate to the actual users of the software product. When I started my software career, we worked alongside the users of my solution in another floor or an adjacent building. Today the \u2018distance\u2019 between the developer and the user has increased multi-fold. Picture below is typical in large software product development organizations:<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

Metaphorically \u201cDistance\u201d between Developer & User has increased as we scale! User narratives get abstracted and feedback loops are less effective! Organizations need to find ways to reduce this \u2018distance.\u2019 In my experience, collaborative practices alone are not enough but need to be supported by willingness to invest time and energy from all members.<\/p>\n\n\n\n

Wiring: Right Solutions<\/strong><\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

As a developer, I have often focused on my domain of interest or been motivated by a new technology or been simply interested in work that challenges me intellectually! Not that I was wrong, but all the time, my paramount focus needs to be about delivering highest value to the customers! It may require me to get out of my comfort zone in terms technology, domain, or degree of difficulty.<\/p>\n\n\n\n

When working on solutions, agile minds are wired to continuously deliver the highest value to customers!<\/p>\n\n\n\n

\u201cTeams\u201d dimension<\/strong><\/p>\n\n\n\n

We live in  world where solutions require multiple teams to work together to be of value. How should teams think and behave when collaborating with other teams?<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

Wiring: Collaborating Teams<\/em><\/p>\n\n\n\n

Let me start with the most damaging mindset. When senior team members or managers have ego clashes with their counterparts in other teams, neither team wins! Customer gets sub-optimal value and organization loses momentum.<\/p>\n\n\n\n

Another non-agile pattern is teams without goals or in many cases, teams are indifferent to the goals. Mindset is \u2018This is how it is here. Everything takes its own sweet time. Let me go along with it.\u2019. Another flavour to this pattern: the bar is set so low that such goals may as well not exist. Such teams deliver sub-optimal performance and there is lack of motivation to improve.<\/p>\n\n\n\n

To be fair, many practicing agile teams do focus on their goals \u2013 sprint goals, quarterly goals, release goals are clearly articulated and understood. Yet their performance is hindered by dependencies with other teams which seem to be operating in their own worlds!<\/p>\n\n\n\n

High performing agile teams are able to align continuously with shared goals which are typically one level above team\u2019s goals. This behaviour requires teams to be aware of streams of work that would create value to the customer and adapt their planning and execution continuously.<\/p>\n\n\n\n

When working with other teams, agile minds are wired to think win-win, foster collaboration, and focus on shared goals!<\/p>\n\n\n\n

\u201cSelf\u201d dimension<\/strong><\/p>\n\n\n\n

Eventually it comes to personal change! Toughest battleground. It starts with awareness of the need for change. It is not easy to believe when someone else points to the need for change. It is relatively easier to believe when the awareness comes within. It is tricky because I am the observer, and I am the observed. In other words, the quality of your inner mirror is vital to see a clear and complete picture of yourself and the need for change. Imagine a bathroom mirror with a hole \u2013 you may live your entire life without realizing that you have a nose!<\/p>\n\n\n\n

Awareness is not enough though. It happens to me all the time \u2013 I know I need to change something, yet I do not change. Let us take a simple example: I heard that if one avoids screen time for one hour before going to bed, sleep quality is better. I still cannot help watching something in my mobile while in bed. Moral of the story: \u201cKnowing what to change is hard enough but acting on the knowledge is harder!\u201d.<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

Wiring: Changing Self<\/strong><\/p>\n\n\n\n

Step one is awareness. If you are not aware, you are blissfully ignorant. One trap is your past success \u2013 there are set mental pathways that worked well for you in the past but gets in the way now. Once you are aware, the will to act is often dictated by your \u2018why\u2019. If I stop looking at my mobile before going to sleep, motivation will come from my desire for better quality sleep and an alert mind the next day! We are emotional creatures; Overcoming mental resistance \/ inertia -> requires emotional propulsion \u2013 overcoming fear, insecurity and how you feel about failure. Agile leaders can play a decisive role in cultivating the right kind of environment where it is ok to fail.<\/p>\n\n\n\n

When working with self, agile minds are wired to look into their inner mirror, have the will to act and feel safe to experiment and learn!<\/p>\n\n\n\n

Summary<\/strong><\/p>\n\n\n\n

There are three nested dimensions or contexts where agility shows up from the way we think, feel, and behave. How we create solutions? How we work with other teams in creating the solutions? How we change personally?<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

When working on solutions<\/strong>, agile minds are wired to continuously deliver the highest value to customers!<\/p>\n\n\n\n

When working with other teams<\/strong>, agile minds are wired to think win-win, foster collaboration, and focus on shared goals!<\/p>\n\n\n\n

When working with self<\/strong>, agile minds are wired to look into their inner mirror, have the will to act and feel safe to experiment and learn! \u2018Being agile\u2019 delivers results and sustainable advantage. It does good for individuals, organizations, and customers. It requires re-wiring of the brain to create new neural pathways! It is possible.<\/p>\n\n\n\n

\u2018Being agile\u2019 delivers results and sustainable advantage. It does good for individuals, organizations, and customers. It requires re-wiring of the brain to create new neural pathways! It is possible.<\/p>\n","post_title":"Re-wiring for Agility","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"re-wiring-for-agility","to_ping":"","pinged":"","post_modified":"2024-11-27 10:45:57","post_modified_gmt":"2024-11-27 05:15:57","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=997750","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":991291,"post_author":"8","post_date":"2019-11-05 12:20:00","post_date_gmt":"2019-11-05 12:20:00","post_content":"\n

Ryan is frustrated. It happens again and again, same old problem. He approaches the team and says \u201c I didn\u2019t get any data from the system again !\u201d. Have you got any ideas to fix it?<\/p>\n\n\n\n

The reactions from the team members are the following:<\/p>\n\n\n\n

Fred : Well, that\u2019s bad.<\/p>\n\n\n\n

Frank[thinks]: I\u2019m glad, I didn\u2019t choose the task today.<\/p>\n\n\n\n

Ron : It was fine when I tried it yesterday.<\/p>\n\n\n\n

John : It helped me to restart my PC last night.<\/p>\n\n\n\n

What\u2019s the most optimal way to proceed?<\/strong><\/p>\n","post_title":"CHOW #171 \u2013 No data from the system again!","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-171-no-data-from-the-system-again-2","to_ping":"","pinged":"","post_modified":"2024-01-24 12:30:56","post_modified_gmt":"2024-01-24 12:30:56","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=991291","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"}; \n

All the above reasons can be distilled down into two broad aspects of change: 1. Awareness 2. Action. One of the organizations that I consult with had an event with \u2018cloud and agile mindset\u2019 as the theme and I heard a leader say this: \u201cWe can apply many of the learnings beyond product and process; it\u2019s really about how we adapt, improve and transform ourselves\u201d. It further strengthened my conviction that a big part of agility is about transforming ourselves in the way we think and behave.<\/p>\n\n\n\n

Beyond the visible<\/strong><\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

Imagine that you are standing on the deck of a ship and watching an iceberg floating in the sea. You are puzzled by the movement of the iceberg in the direction opposite to the direction of the wind. Captain of the ship demystifies the phenomenon for you: \u201cYou see, most of the iceberg is below the water and it is the direction of the current that dictates the movement of the iceberg\u201d. As the leader pointed out in his talk, visible product and process related changes are necessary but it is about how we transform ourselves in the way we think and behave \u2013 the dynamics below the surface and not so visible.<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

Agility is brought about by \u2018Doing\u2019 agile and \u2018Being\u2019 agile as you see in the picture. Agile ceremonies, artefacts, tools, metrics, and structure are necessary for agility. However, your organization will move in the right direction only when you get the subtler aspects below the iceberg right. Many of those aspects are about transformation in the way people think and behave. An organization is a collective entity, and it would appear to an individual that the collective must change first. In this post, I would like us to focus on how the individual can change. It helps the individual to take ownership for self and participate in the collective\u2019s transformation.<\/p>\n\n\n\n

Individual change and the brain<\/strong><\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

In other words, agility begins in the mind, in each one of our minds. Does the way our brain functions have anything to do with our behaviour? Think of our brain as a dynamic connected grid. There are billions of pathways lighting up every time we think, feel, or do something. Some of these pathways are well travelled and established ways of being, feeling and doing! Good news is that brain can make new connections \u2013 new experiences, being in a new environment, learning new skills and new activity create new pathways and re-wire your brain!<\/p>\n\n\n\n

With proactive and well-directed effort, you can accelerate rewiring!<\/p>\n\n\n\n

Three dimensions to re-wiring for agility<\/strong><\/p>\n\n\n\n

Based on my consulting experience, I discovered three nested dimensions or contexts when a participant in the transformation can change<\/a>.<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

Solutions: Teams: Self<\/p>\n\n\n\n

1. What are you focused on while creating solutions?
2. While creating solutions, how do you think and collaborate with other teams?
3. At the root of all change is your willingness to change self and act accordingly.<\/p>\n\n\n\n

<\/p>\n\n\n\n

\u201cSolutions\u201d dimension<\/strong><\/p>\n\n\n\n

Agility is essentially about delivering the highest value to customers. This must be paramount in the minds of the developers. For a few good reasons, many developers in large organizations find it difficult to relate to the actual users of the software product. When I started my software career, we worked alongside the users of my solution in another floor or an adjacent building. Today the \u2018distance\u2019 between the developer and the user has increased multi-fold. Picture below is typical in large software product development organizations:<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

Metaphorically \u201cDistance\u201d between Developer & User has increased as we scale! User narratives get abstracted and feedback loops are less effective! Organizations need to find ways to reduce this \u2018distance.\u2019 In my experience, collaborative practices alone are not enough but need to be supported by willingness to invest time and energy from all members.<\/p>\n\n\n\n

Wiring: Right Solutions<\/strong><\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

As a developer, I have often focused on my domain of interest or been motivated by a new technology or been simply interested in work that challenges me intellectually! Not that I was wrong, but all the time, my paramount focus needs to be about delivering highest value to the customers! It may require me to get out of my comfort zone in terms technology, domain, or degree of difficulty.<\/p>\n\n\n\n

When working on solutions, agile minds are wired to continuously deliver the highest value to customers!<\/p>\n\n\n\n

\u201cTeams\u201d dimension<\/strong><\/p>\n\n\n\n

We live in  world where solutions require multiple teams to work together to be of value. How should teams think and behave when collaborating with other teams?<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

Wiring: Collaborating Teams<\/em><\/p>\n\n\n\n

Let me start with the most damaging mindset. When senior team members or managers have ego clashes with their counterparts in other teams, neither team wins! Customer gets sub-optimal value and organization loses momentum.<\/p>\n\n\n\n

Another non-agile pattern is teams without goals or in many cases, teams are indifferent to the goals. Mindset is \u2018This is how it is here. Everything takes its own sweet time. Let me go along with it.\u2019. Another flavour to this pattern: the bar is set so low that such goals may as well not exist. Such teams deliver sub-optimal performance and there is lack of motivation to improve.<\/p>\n\n\n\n

To be fair, many practicing agile teams do focus on their goals \u2013 sprint goals, quarterly goals, release goals are clearly articulated and understood. Yet their performance is hindered by dependencies with other teams which seem to be operating in their own worlds!<\/p>\n\n\n\n

High performing agile teams are able to align continuously with shared goals which are typically one level above team\u2019s goals. This behaviour requires teams to be aware of streams of work that would create value to the customer and adapt their planning and execution continuously.<\/p>\n\n\n\n

When working with other teams, agile minds are wired to think win-win, foster collaboration, and focus on shared goals!<\/p>\n\n\n\n

\u201cSelf\u201d dimension<\/strong><\/p>\n\n\n\n

Eventually it comes to personal change! Toughest battleground. It starts with awareness of the need for change. It is not easy to believe when someone else points to the need for change. It is relatively easier to believe when the awareness comes within. It is tricky because I am the observer, and I am the observed. In other words, the quality of your inner mirror is vital to see a clear and complete picture of yourself and the need for change. Imagine a bathroom mirror with a hole \u2013 you may live your entire life without realizing that you have a nose!<\/p>\n\n\n\n

Awareness is not enough though. It happens to me all the time \u2013 I know I need to change something, yet I do not change. Let us take a simple example: I heard that if one avoids screen time for one hour before going to bed, sleep quality is better. I still cannot help watching something in my mobile while in bed. Moral of the story: \u201cKnowing what to change is hard enough but acting on the knowledge is harder!\u201d.<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

Wiring: Changing Self<\/strong><\/p>\n\n\n\n

Step one is awareness. If you are not aware, you are blissfully ignorant. One trap is your past success \u2013 there are set mental pathways that worked well for you in the past but gets in the way now. Once you are aware, the will to act is often dictated by your \u2018why\u2019. If I stop looking at my mobile before going to sleep, motivation will come from my desire for better quality sleep and an alert mind the next day! We are emotional creatures; Overcoming mental resistance \/ inertia -> requires emotional propulsion \u2013 overcoming fear, insecurity and how you feel about failure. Agile leaders can play a decisive role in cultivating the right kind of environment where it is ok to fail.<\/p>\n\n\n\n

When working with self, agile minds are wired to look into their inner mirror, have the will to act and feel safe to experiment and learn!<\/p>\n\n\n\n

Summary<\/strong><\/p>\n\n\n\n

There are three nested dimensions or contexts where agility shows up from the way we think, feel, and behave. How we create solutions? How we work with other teams in creating the solutions? How we change personally?<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

When working on solutions<\/strong>, agile minds are wired to continuously deliver the highest value to customers!<\/p>\n\n\n\n

When working with other teams<\/strong>, agile minds are wired to think win-win, foster collaboration, and focus on shared goals!<\/p>\n\n\n\n

When working with self<\/strong>, agile minds are wired to look into their inner mirror, have the will to act and feel safe to experiment and learn! \u2018Being agile\u2019 delivers results and sustainable advantage. It does good for individuals, organizations, and customers. It requires re-wiring of the brain to create new neural pathways! It is possible.<\/p>\n\n\n\n

\u2018Being agile\u2019 delivers results and sustainable advantage. It does good for individuals, organizations, and customers. It requires re-wiring of the brain to create new neural pathways! It is possible.<\/p>\n","post_title":"Re-wiring for Agility","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"re-wiring-for-agility","to_ping":"","pinged":"","post_modified":"2024-11-27 10:45:57","post_modified_gmt":"2024-11-27 05:15:57","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=997750","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":991291,"post_author":"8","post_date":"2019-11-05 12:20:00","post_date_gmt":"2019-11-05 12:20:00","post_content":"\n

Ryan is frustrated. It happens again and again, same old problem. He approaches the team and says \u201c I didn\u2019t get any data from the system again !\u201d. Have you got any ideas to fix it?<\/p>\n\n\n\n

The reactions from the team members are the following:<\/p>\n\n\n\n

Fred : Well, that\u2019s bad.<\/p>\n\n\n\n

Frank[thinks]: I\u2019m glad, I didn\u2019t choose the task today.<\/p>\n\n\n\n

Ron : It was fine when I tried it yesterday.<\/p>\n\n\n\n

John : It helped me to restart my PC last night.<\/p>\n\n\n\n

What\u2019s the most optimal way to proceed?<\/strong><\/p>\n","post_title":"CHOW #171 \u2013 No data from the system again!","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-171-no-data-from-the-system-again-2","to_ping":"","pinged":"","post_modified":"2024-01-24 12:30:56","post_modified_gmt":"2024-01-24 12:30:56","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=991291","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"}; \n

  • I know another way (or someone suggests it) but I have self-doubt about doing it well or fearful of getting wrong results.<\/li>\n<\/ol>\n\n\n\n

    All the above reasons can be distilled down into two broad aspects of change: 1. Awareness 2. Action. One of the organizations that I consult with had an event with \u2018cloud and agile mindset\u2019 as the theme and I heard a leader say this: \u201cWe can apply many of the learnings beyond product and process; it\u2019s really about how we adapt, improve and transform ourselves\u201d. It further strengthened my conviction that a big part of agility is about transforming ourselves in the way we think and behave.<\/p>\n\n\n\n

    Beyond the visible<\/strong><\/p>\n\n\n\n

    \"\"<\/figure>\n\n\n\n

    Imagine that you are standing on the deck of a ship and watching an iceberg floating in the sea. You are puzzled by the movement of the iceberg in the direction opposite to the direction of the wind. Captain of the ship demystifies the phenomenon for you: \u201cYou see, most of the iceberg is below the water and it is the direction of the current that dictates the movement of the iceberg\u201d. As the leader pointed out in his talk, visible product and process related changes are necessary but it is about how we transform ourselves in the way we think and behave \u2013 the dynamics below the surface and not so visible.<\/p>\n\n\n\n

    \"\"<\/figure>\n\n\n\n

    Agility is brought about by \u2018Doing\u2019 agile and \u2018Being\u2019 agile as you see in the picture. Agile ceremonies, artefacts, tools, metrics, and structure are necessary for agility. However, your organization will move in the right direction only when you get the subtler aspects below the iceberg right. Many of those aspects are about transformation in the way people think and behave. An organization is a collective entity, and it would appear to an individual that the collective must change first. In this post, I would like us to focus on how the individual can change. It helps the individual to take ownership for self and participate in the collective\u2019s transformation.<\/p>\n\n\n\n

    Individual change and the brain<\/strong><\/p>\n\n\n\n

    \"\"<\/figure>\n\n\n\n

    In other words, agility begins in the mind, in each one of our minds. Does the way our brain functions have anything to do with our behaviour? Think of our brain as a dynamic connected grid. There are billions of pathways lighting up every time we think, feel, or do something. Some of these pathways are well travelled and established ways of being, feeling and doing! Good news is that brain can make new connections \u2013 new experiences, being in a new environment, learning new skills and new activity create new pathways and re-wire your brain!<\/p>\n\n\n\n

    With proactive and well-directed effort, you can accelerate rewiring!<\/p>\n\n\n\n

    Three dimensions to re-wiring for agility<\/strong><\/p>\n\n\n\n

    Based on my consulting experience, I discovered three nested dimensions or contexts when a participant in the transformation can change<\/a>.<\/p>\n\n\n\n

    \"\"<\/figure>\n\n\n\n

    Solutions: Teams: Self<\/p>\n\n\n\n

    1. What are you focused on while creating solutions?
    2. While creating solutions, how do you think and collaborate with other teams?
    3. At the root of all change is your willingness to change self and act accordingly.<\/p>\n\n\n\n

    <\/p>\n\n\n\n

    \u201cSolutions\u201d dimension<\/strong><\/p>\n\n\n\n

    Agility is essentially about delivering the highest value to customers. This must be paramount in the minds of the developers. For a few good reasons, many developers in large organizations find it difficult to relate to the actual users of the software product. When I started my software career, we worked alongside the users of my solution in another floor or an adjacent building. Today the \u2018distance\u2019 between the developer and the user has increased multi-fold. Picture below is typical in large software product development organizations:<\/p>\n\n\n\n

    \"\"<\/figure>\n\n\n\n

    Metaphorically \u201cDistance\u201d between Developer & User has increased as we scale! User narratives get abstracted and feedback loops are less effective! Organizations need to find ways to reduce this \u2018distance.\u2019 In my experience, collaborative practices alone are not enough but need to be supported by willingness to invest time and energy from all members.<\/p>\n\n\n\n

    Wiring: Right Solutions<\/strong><\/p>\n\n\n\n

    \"\"<\/figure>\n\n\n\n

    As a developer, I have often focused on my domain of interest or been motivated by a new technology or been simply interested in work that challenges me intellectually! Not that I was wrong, but all the time, my paramount focus needs to be about delivering highest value to the customers! It may require me to get out of my comfort zone in terms technology, domain, or degree of difficulty.<\/p>\n\n\n\n

    When working on solutions, agile minds are wired to continuously deliver the highest value to customers!<\/p>\n\n\n\n

    \u201cTeams\u201d dimension<\/strong><\/p>\n\n\n\n

    We live in  world where solutions require multiple teams to work together to be of value. How should teams think and behave when collaborating with other teams?<\/p>\n\n\n\n

    \"\"<\/figure>\n\n\n\n

    Wiring: Collaborating Teams<\/em><\/p>\n\n\n\n

    Let me start with the most damaging mindset. When senior team members or managers have ego clashes with their counterparts in other teams, neither team wins! Customer gets sub-optimal value and organization loses momentum.<\/p>\n\n\n\n

    Another non-agile pattern is teams without goals or in many cases, teams are indifferent to the goals. Mindset is \u2018This is how it is here. Everything takes its own sweet time. Let me go along with it.\u2019. Another flavour to this pattern: the bar is set so low that such goals may as well not exist. Such teams deliver sub-optimal performance and there is lack of motivation to improve.<\/p>\n\n\n\n

    To be fair, many practicing agile teams do focus on their goals \u2013 sprint goals, quarterly goals, release goals are clearly articulated and understood. Yet their performance is hindered by dependencies with other teams which seem to be operating in their own worlds!<\/p>\n\n\n\n

    High performing agile teams are able to align continuously with shared goals which are typically one level above team\u2019s goals. This behaviour requires teams to be aware of streams of work that would create value to the customer and adapt their planning and execution continuously.<\/p>\n\n\n\n

    When working with other teams, agile minds are wired to think win-win, foster collaboration, and focus on shared goals!<\/p>\n\n\n\n

    \u201cSelf\u201d dimension<\/strong><\/p>\n\n\n\n

    Eventually it comes to personal change! Toughest battleground. It starts with awareness of the need for change. It is not easy to believe when someone else points to the need for change. It is relatively easier to believe when the awareness comes within. It is tricky because I am the observer, and I am the observed. In other words, the quality of your inner mirror is vital to see a clear and complete picture of yourself and the need for change. Imagine a bathroom mirror with a hole \u2013 you may live your entire life without realizing that you have a nose!<\/p>\n\n\n\n

    Awareness is not enough though. It happens to me all the time \u2013 I know I need to change something, yet I do not change. Let us take a simple example: I heard that if one avoids screen time for one hour before going to bed, sleep quality is better. I still cannot help watching something in my mobile while in bed. Moral of the story: \u201cKnowing what to change is hard enough but acting on the knowledge is harder!\u201d.<\/p>\n\n\n\n

    \"\"<\/figure>\n\n\n\n

    Wiring: Changing Self<\/strong><\/p>\n\n\n\n

    Step one is awareness. If you are not aware, you are blissfully ignorant. One trap is your past success \u2013 there are set mental pathways that worked well for you in the past but gets in the way now. Once you are aware, the will to act is often dictated by your \u2018why\u2019. If I stop looking at my mobile before going to sleep, motivation will come from my desire for better quality sleep and an alert mind the next day! We are emotional creatures; Overcoming mental resistance \/ inertia -> requires emotional propulsion \u2013 overcoming fear, insecurity and how you feel about failure. Agile leaders can play a decisive role in cultivating the right kind of environment where it is ok to fail.<\/p>\n\n\n\n

    When working with self, agile minds are wired to look into their inner mirror, have the will to act and feel safe to experiment and learn!<\/p>\n\n\n\n

    Summary<\/strong><\/p>\n\n\n\n

    There are three nested dimensions or contexts where agility shows up from the way we think, feel, and behave. How we create solutions? How we work with other teams in creating the solutions? How we change personally?<\/p>\n\n\n\n

    \"\"<\/figure>\n\n\n\n

    When working on solutions<\/strong>, agile minds are wired to continuously deliver the highest value to customers!<\/p>\n\n\n\n

    When working with other teams<\/strong>, agile minds are wired to think win-win, foster collaboration, and focus on shared goals!<\/p>\n\n\n\n

    When working with self<\/strong>, agile minds are wired to look into their inner mirror, have the will to act and feel safe to experiment and learn! \u2018Being agile\u2019 delivers results and sustainable advantage. It does good for individuals, organizations, and customers. It requires re-wiring of the brain to create new neural pathways! It is possible.<\/p>\n\n\n\n

    \u2018Being agile\u2019 delivers results and sustainable advantage. It does good for individuals, organizations, and customers. It requires re-wiring of the brain to create new neural pathways! It is possible.<\/p>\n","post_title":"Re-wiring for Agility","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"re-wiring-for-agility","to_ping":"","pinged":"","post_modified":"2024-11-27 10:45:57","post_modified_gmt":"2024-11-27 05:15:57","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=997750","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":991291,"post_author":"8","post_date":"2019-11-05 12:20:00","post_date_gmt":"2019-11-05 12:20:00","post_content":"\n

    Ryan is frustrated. It happens again and again, same old problem. He approaches the team and says \u201c I didn\u2019t get any data from the system again !\u201d. Have you got any ideas to fix it?<\/p>\n\n\n\n

    The reactions from the team members are the following:<\/p>\n\n\n\n

    Fred : Well, that\u2019s bad.<\/p>\n\n\n\n

    Frank[thinks]: I\u2019m glad, I didn\u2019t choose the task today.<\/p>\n\n\n\n

    Ron : It was fine when I tried it yesterday.<\/p>\n\n\n\n

    John : It helped me to restart my PC last night.<\/p>\n\n\n\n

    What\u2019s the most optimal way to proceed?<\/strong><\/p>\n","post_title":"CHOW #171 \u2013 No data from the system again!","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-171-no-data-from-the-system-again-2","to_ping":"","pinged":"","post_modified":"2024-01-24 12:30:56","post_modified_gmt":"2024-01-24 12:30:56","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=991291","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"}; \n

  • I am not able to think of an alternate way and I kind of hope to get a different result.<\/li>\n\n\n\n
  • I know another way (or someone suggests it) but I have self-doubt about doing it well or fearful of getting wrong results.<\/li>\n<\/ol>\n\n\n\n

    All the above reasons can be distilled down into two broad aspects of change: 1. Awareness 2. Action. One of the organizations that I consult with had an event with \u2018cloud and agile mindset\u2019 as the theme and I heard a leader say this: \u201cWe can apply many of the learnings beyond product and process; it\u2019s really about how we adapt, improve and transform ourselves\u201d. It further strengthened my conviction that a big part of agility is about transforming ourselves in the way we think and behave.<\/p>\n\n\n\n

    Beyond the visible<\/strong><\/p>\n\n\n\n

    \"\"<\/figure>\n\n\n\n

    Imagine that you are standing on the deck of a ship and watching an iceberg floating in the sea. You are puzzled by the movement of the iceberg in the direction opposite to the direction of the wind. Captain of the ship demystifies the phenomenon for you: \u201cYou see, most of the iceberg is below the water and it is the direction of the current that dictates the movement of the iceberg\u201d. As the leader pointed out in his talk, visible product and process related changes are necessary but it is about how we transform ourselves in the way we think and behave \u2013 the dynamics below the surface and not so visible.<\/p>\n\n\n\n

    \"\"<\/figure>\n\n\n\n

    Agility is brought about by \u2018Doing\u2019 agile and \u2018Being\u2019 agile as you see in the picture. Agile ceremonies, artefacts, tools, metrics, and structure are necessary for agility. However, your organization will move in the right direction only when you get the subtler aspects below the iceberg right. Many of those aspects are about transformation in the way people think and behave. An organization is a collective entity, and it would appear to an individual that the collective must change first. In this post, I would like us to focus on how the individual can change. It helps the individual to take ownership for self and participate in the collective\u2019s transformation.<\/p>\n\n\n\n

    Individual change and the brain<\/strong><\/p>\n\n\n\n

    \"\"<\/figure>\n\n\n\n

    In other words, agility begins in the mind, in each one of our minds. Does the way our brain functions have anything to do with our behaviour? Think of our brain as a dynamic connected grid. There are billions of pathways lighting up every time we think, feel, or do something. Some of these pathways are well travelled and established ways of being, feeling and doing! Good news is that brain can make new connections \u2013 new experiences, being in a new environment, learning new skills and new activity create new pathways and re-wire your brain!<\/p>\n\n\n\n

    With proactive and well-directed effort, you can accelerate rewiring!<\/p>\n\n\n\n

    Three dimensions to re-wiring for agility<\/strong><\/p>\n\n\n\n

    Based on my consulting experience, I discovered three nested dimensions or contexts when a participant in the transformation can change<\/a>.<\/p>\n\n\n\n

    \"\"<\/figure>\n\n\n\n

    Solutions: Teams: Self<\/p>\n\n\n\n

    1. What are you focused on while creating solutions?
    2. While creating solutions, how do you think and collaborate with other teams?
    3. At the root of all change is your willingness to change self and act accordingly.<\/p>\n\n\n\n

    <\/p>\n\n\n\n

    \u201cSolutions\u201d dimension<\/strong><\/p>\n\n\n\n

    Agility is essentially about delivering the highest value to customers. This must be paramount in the minds of the developers. For a few good reasons, many developers in large organizations find it difficult to relate to the actual users of the software product. When I started my software career, we worked alongside the users of my solution in another floor or an adjacent building. Today the \u2018distance\u2019 between the developer and the user has increased multi-fold. Picture below is typical in large software product development organizations:<\/p>\n\n\n\n

    \"\"<\/figure>\n\n\n\n

    Metaphorically \u201cDistance\u201d between Developer & User has increased as we scale! User narratives get abstracted and feedback loops are less effective! Organizations need to find ways to reduce this \u2018distance.\u2019 In my experience, collaborative practices alone are not enough but need to be supported by willingness to invest time and energy from all members.<\/p>\n\n\n\n

    Wiring: Right Solutions<\/strong><\/p>\n\n\n\n

    \"\"<\/figure>\n\n\n\n

    As a developer, I have often focused on my domain of interest or been motivated by a new technology or been simply interested in work that challenges me intellectually! Not that I was wrong, but all the time, my paramount focus needs to be about delivering highest value to the customers! It may require me to get out of my comfort zone in terms technology, domain, or degree of difficulty.<\/p>\n\n\n\n

    When working on solutions, agile minds are wired to continuously deliver the highest value to customers!<\/p>\n\n\n\n

    \u201cTeams\u201d dimension<\/strong><\/p>\n\n\n\n

    We live in  world where solutions require multiple teams to work together to be of value. How should teams think and behave when collaborating with other teams?<\/p>\n\n\n\n

    \"\"<\/figure>\n\n\n\n

    Wiring: Collaborating Teams<\/em><\/p>\n\n\n\n

    Let me start with the most damaging mindset. When senior team members or managers have ego clashes with their counterparts in other teams, neither team wins! Customer gets sub-optimal value and organization loses momentum.<\/p>\n\n\n\n

    Another non-agile pattern is teams without goals or in many cases, teams are indifferent to the goals. Mindset is \u2018This is how it is here. Everything takes its own sweet time. Let me go along with it.\u2019. Another flavour to this pattern: the bar is set so low that such goals may as well not exist. Such teams deliver sub-optimal performance and there is lack of motivation to improve.<\/p>\n\n\n\n

    To be fair, many practicing agile teams do focus on their goals \u2013 sprint goals, quarterly goals, release goals are clearly articulated and understood. Yet their performance is hindered by dependencies with other teams which seem to be operating in their own worlds!<\/p>\n\n\n\n

    High performing agile teams are able to align continuously with shared goals which are typically one level above team\u2019s goals. This behaviour requires teams to be aware of streams of work that would create value to the customer and adapt their planning and execution continuously.<\/p>\n\n\n\n

    When working with other teams, agile minds are wired to think win-win, foster collaboration, and focus on shared goals!<\/p>\n\n\n\n

    \u201cSelf\u201d dimension<\/strong><\/p>\n\n\n\n

    Eventually it comes to personal change! Toughest battleground. It starts with awareness of the need for change. It is not easy to believe when someone else points to the need for change. It is relatively easier to believe when the awareness comes within. It is tricky because I am the observer, and I am the observed. In other words, the quality of your inner mirror is vital to see a clear and complete picture of yourself and the need for change. Imagine a bathroom mirror with a hole \u2013 you may live your entire life without realizing that you have a nose!<\/p>\n\n\n\n

    Awareness is not enough though. It happens to me all the time \u2013 I know I need to change something, yet I do not change. Let us take a simple example: I heard that if one avoids screen time for one hour before going to bed, sleep quality is better. I still cannot help watching something in my mobile while in bed. Moral of the story: \u201cKnowing what to change is hard enough but acting on the knowledge is harder!\u201d.<\/p>\n\n\n\n

    \"\"<\/figure>\n\n\n\n

    Wiring: Changing Self<\/strong><\/p>\n\n\n\n

    Step one is awareness. If you are not aware, you are blissfully ignorant. One trap is your past success \u2013 there are set mental pathways that worked well for you in the past but gets in the way now. Once you are aware, the will to act is often dictated by your \u2018why\u2019. If I stop looking at my mobile before going to sleep, motivation will come from my desire for better quality sleep and an alert mind the next day! We are emotional creatures; Overcoming mental resistance \/ inertia -> requires emotional propulsion \u2013 overcoming fear, insecurity and how you feel about failure. Agile leaders can play a decisive role in cultivating the right kind of environment where it is ok to fail.<\/p>\n\n\n\n

    When working with self, agile minds are wired to look into their inner mirror, have the will to act and feel safe to experiment and learn!<\/p>\n\n\n\n

    Summary<\/strong><\/p>\n\n\n\n

    There are three nested dimensions or contexts where agility shows up from the way we think, feel, and behave. How we create solutions? How we work with other teams in creating the solutions? How we change personally?<\/p>\n\n\n\n

    \"\"<\/figure>\n\n\n\n

    When working on solutions<\/strong>, agile minds are wired to continuously deliver the highest value to customers!<\/p>\n\n\n\n

    When working with other teams<\/strong>, agile minds are wired to think win-win, foster collaboration, and focus on shared goals!<\/p>\n\n\n\n

    When working with self<\/strong>, agile minds are wired to look into their inner mirror, have the will to act and feel safe to experiment and learn! \u2018Being agile\u2019 delivers results and sustainable advantage. It does good for individuals, organizations, and customers. It requires re-wiring of the brain to create new neural pathways! It is possible.<\/p>\n\n\n\n

    \u2018Being agile\u2019 delivers results and sustainable advantage. It does good for individuals, organizations, and customers. It requires re-wiring of the brain to create new neural pathways! It is possible.<\/p>\n","post_title":"Re-wiring for Agility","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"re-wiring-for-agility","to_ping":"","pinged":"","post_modified":"2024-11-27 10:45:57","post_modified_gmt":"2024-11-27 05:15:57","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=997750","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":991291,"post_author":"8","post_date":"2019-11-05 12:20:00","post_date_gmt":"2019-11-05 12:20:00","post_content":"\n

    Ryan is frustrated. It happens again and again, same old problem. He approaches the team and says \u201c I didn\u2019t get any data from the system again !\u201d. Have you got any ideas to fix it?<\/p>\n\n\n\n

    The reactions from the team members are the following:<\/p>\n\n\n\n

    Fred : Well, that\u2019s bad.<\/p>\n\n\n\n

    Frank[thinks]: I\u2019m glad, I didn\u2019t choose the task today.<\/p>\n\n\n\n

    Ron : It was fine when I tried it yesterday.<\/p>\n\n\n\n

    John : It helped me to restart my PC last night.<\/p>\n\n\n\n

    What\u2019s the most optimal way to proceed?<\/strong><\/p>\n","post_title":"CHOW #171 \u2013 No data from the system again!","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-171-no-data-from-the-system-again-2","to_ping":"","pinged":"","post_modified":"2024-01-24 12:30:56","post_modified_gmt":"2024-01-24 12:30:56","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=991291","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"}; \n

  • I believe the situation is different and hence, expect a different result with the same action.<\/li>\n\n\n\n
  • I am not able to think of an alternate way and I kind of hope to get a different result.<\/li>\n\n\n\n
  • I know another way (or someone suggests it) but I have self-doubt about doing it well or fearful of getting wrong results.<\/li>\n<\/ol>\n\n\n\n

    All the above reasons can be distilled down into two broad aspects of change: 1. Awareness 2. Action. One of the organizations that I consult with had an event with \u2018cloud and agile mindset\u2019 as the theme and I heard a leader say this: \u201cWe can apply many of the learnings beyond product and process; it\u2019s really about how we adapt, improve and transform ourselves\u201d. It further strengthened my conviction that a big part of agility is about transforming ourselves in the way we think and behave.<\/p>\n\n\n\n

    Beyond the visible<\/strong><\/p>\n\n\n\n

    \"\"<\/figure>\n\n\n\n

    Imagine that you are standing on the deck of a ship and watching an iceberg floating in the sea. You are puzzled by the movement of the iceberg in the direction opposite to the direction of the wind. Captain of the ship demystifies the phenomenon for you: \u201cYou see, most of the iceberg is below the water and it is the direction of the current that dictates the movement of the iceberg\u201d. As the leader pointed out in his talk, visible product and process related changes are necessary but it is about how we transform ourselves in the way we think and behave \u2013 the dynamics below the surface and not so visible.<\/p>\n\n\n\n

    \"\"<\/figure>\n\n\n\n

    Agility is brought about by \u2018Doing\u2019 agile and \u2018Being\u2019 agile as you see in the picture. Agile ceremonies, artefacts, tools, metrics, and structure are necessary for agility. However, your organization will move in the right direction only when you get the subtler aspects below the iceberg right. Many of those aspects are about transformation in the way people think and behave. An organization is a collective entity, and it would appear to an individual that the collective must change first. In this post, I would like us to focus on how the individual can change. It helps the individual to take ownership for self and participate in the collective\u2019s transformation.<\/p>\n\n\n\n

    Individual change and the brain<\/strong><\/p>\n\n\n\n

    \"\"<\/figure>\n\n\n\n

    In other words, agility begins in the mind, in each one of our minds. Does the way our brain functions have anything to do with our behaviour? Think of our brain as a dynamic connected grid. There are billions of pathways lighting up every time we think, feel, or do something. Some of these pathways are well travelled and established ways of being, feeling and doing! Good news is that brain can make new connections \u2013 new experiences, being in a new environment, learning new skills and new activity create new pathways and re-wire your brain!<\/p>\n\n\n\n

    With proactive and well-directed effort, you can accelerate rewiring!<\/p>\n\n\n\n

    Three dimensions to re-wiring for agility<\/strong><\/p>\n\n\n\n

    Based on my consulting experience, I discovered three nested dimensions or contexts when a participant in the transformation can change<\/a>.<\/p>\n\n\n\n

    \"\"<\/figure>\n\n\n\n

    Solutions: Teams: Self<\/p>\n\n\n\n

    1. What are you focused on while creating solutions?
    2. While creating solutions, how do you think and collaborate with other teams?
    3. At the root of all change is your willingness to change self and act accordingly.<\/p>\n\n\n\n

    <\/p>\n\n\n\n

    \u201cSolutions\u201d dimension<\/strong><\/p>\n\n\n\n

    Agility is essentially about delivering the highest value to customers. This must be paramount in the minds of the developers. For a few good reasons, many developers in large organizations find it difficult to relate to the actual users of the software product. When I started my software career, we worked alongside the users of my solution in another floor or an adjacent building. Today the \u2018distance\u2019 between the developer and the user has increased multi-fold. Picture below is typical in large software product development organizations:<\/p>\n\n\n\n

    \"\"<\/figure>\n\n\n\n

    Metaphorically \u201cDistance\u201d between Developer & User has increased as we scale! User narratives get abstracted and feedback loops are less effective! Organizations need to find ways to reduce this \u2018distance.\u2019 In my experience, collaborative practices alone are not enough but need to be supported by willingness to invest time and energy from all members.<\/p>\n\n\n\n

    Wiring: Right Solutions<\/strong><\/p>\n\n\n\n

    \"\"<\/figure>\n\n\n\n

    As a developer, I have often focused on my domain of interest or been motivated by a new technology or been simply interested in work that challenges me intellectually! Not that I was wrong, but all the time, my paramount focus needs to be about delivering highest value to the customers! It may require me to get out of my comfort zone in terms technology, domain, or degree of difficulty.<\/p>\n\n\n\n

    When working on solutions, agile minds are wired to continuously deliver the highest value to customers!<\/p>\n\n\n\n

    \u201cTeams\u201d dimension<\/strong><\/p>\n\n\n\n

    We live in  world where solutions require multiple teams to work together to be of value. How should teams think and behave when collaborating with other teams?<\/p>\n\n\n\n

    \"\"<\/figure>\n\n\n\n

    Wiring: Collaborating Teams<\/em><\/p>\n\n\n\n

    Let me start with the most damaging mindset. When senior team members or managers have ego clashes with their counterparts in other teams, neither team wins! Customer gets sub-optimal value and organization loses momentum.<\/p>\n\n\n\n

    Another non-agile pattern is teams without goals or in many cases, teams are indifferent to the goals. Mindset is \u2018This is how it is here. Everything takes its own sweet time. Let me go along with it.\u2019. Another flavour to this pattern: the bar is set so low that such goals may as well not exist. Such teams deliver sub-optimal performance and there is lack of motivation to improve.<\/p>\n\n\n\n

    To be fair, many practicing agile teams do focus on their goals \u2013 sprint goals, quarterly goals, release goals are clearly articulated and understood. Yet their performance is hindered by dependencies with other teams which seem to be operating in their own worlds!<\/p>\n\n\n\n

    High performing agile teams are able to align continuously with shared goals which are typically one level above team\u2019s goals. This behaviour requires teams to be aware of streams of work that would create value to the customer and adapt their planning and execution continuously.<\/p>\n\n\n\n

    When working with other teams, agile minds are wired to think win-win, foster collaboration, and focus on shared goals!<\/p>\n\n\n\n

    \u201cSelf\u201d dimension<\/strong><\/p>\n\n\n\n

    Eventually it comes to personal change! Toughest battleground. It starts with awareness of the need for change. It is not easy to believe when someone else points to the need for change. It is relatively easier to believe when the awareness comes within. It is tricky because I am the observer, and I am the observed. In other words, the quality of your inner mirror is vital to see a clear and complete picture of yourself and the need for change. Imagine a bathroom mirror with a hole \u2013 you may live your entire life without realizing that you have a nose!<\/p>\n\n\n\n

    Awareness is not enough though. It happens to me all the time \u2013 I know I need to change something, yet I do not change. Let us take a simple example: I heard that if one avoids screen time for one hour before going to bed, sleep quality is better. I still cannot help watching something in my mobile while in bed. Moral of the story: \u201cKnowing what to change is hard enough but acting on the knowledge is harder!\u201d.<\/p>\n\n\n\n

    \"\"<\/figure>\n\n\n\n

    Wiring: Changing Self<\/strong><\/p>\n\n\n\n

    Step one is awareness. If you are not aware, you are blissfully ignorant. One trap is your past success \u2013 there are set mental pathways that worked well for you in the past but gets in the way now. Once you are aware, the will to act is often dictated by your \u2018why\u2019. If I stop looking at my mobile before going to sleep, motivation will come from my desire for better quality sleep and an alert mind the next day! We are emotional creatures; Overcoming mental resistance \/ inertia -> requires emotional propulsion \u2013 overcoming fear, insecurity and how you feel about failure. Agile leaders can play a decisive role in cultivating the right kind of environment where it is ok to fail.<\/p>\n\n\n\n

    When working with self, agile minds are wired to look into their inner mirror, have the will to act and feel safe to experiment and learn!<\/p>\n\n\n\n

    Summary<\/strong><\/p>\n\n\n\n

    There are three nested dimensions or contexts where agility shows up from the way we think, feel, and behave. How we create solutions? How we work with other teams in creating the solutions? How we change personally?<\/p>\n\n\n\n

    \"\"<\/figure>\n\n\n\n

    When working on solutions<\/strong>, agile minds are wired to continuously deliver the highest value to customers!<\/p>\n\n\n\n

    When working with other teams<\/strong>, agile minds are wired to think win-win, foster collaboration, and focus on shared goals!<\/p>\n\n\n\n

    When working with self<\/strong>, agile minds are wired to look into their inner mirror, have the will to act and feel safe to experiment and learn! \u2018Being agile\u2019 delivers results and sustainable advantage. It does good for individuals, organizations, and customers. It requires re-wiring of the brain to create new neural pathways! It is possible.<\/p>\n\n\n\n

    \u2018Being agile\u2019 delivers results and sustainable advantage. It does good for individuals, organizations, and customers. It requires re-wiring of the brain to create new neural pathways! It is possible.<\/p>\n","post_title":"Re-wiring for Agility","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"re-wiring-for-agility","to_ping":"","pinged":"","post_modified":"2024-11-27 10:45:57","post_modified_gmt":"2024-11-27 05:15:57","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=997750","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":991291,"post_author":"8","post_date":"2019-11-05 12:20:00","post_date_gmt":"2019-11-05 12:20:00","post_content":"\n

    Ryan is frustrated. It happens again and again, same old problem. He approaches the team and says \u201c I didn\u2019t get any data from the system again !\u201d. Have you got any ideas to fix it?<\/p>\n\n\n\n

    The reactions from the team members are the following:<\/p>\n\n\n\n

    Fred : Well, that\u2019s bad.<\/p>\n\n\n\n

    Frank[thinks]: I\u2019m glad, I didn\u2019t choose the task today.<\/p>\n\n\n\n

    Ron : It was fine when I tried it yesterday.<\/p>\n\n\n\n

    John : It helped me to restart my PC last night.<\/p>\n\n\n\n

    What\u2019s the most optimal way to proceed?<\/strong><\/p>\n","post_title":"CHOW #171 \u2013 No data from the system again!","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-171-no-data-from-the-system-again-2","to_ping":"","pinged":"","post_modified":"2024-01-24 12:30:56","post_modified_gmt":"2024-01-24 12:30:56","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=991291","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"}; \n

  • I was unaware of significance of the connection between my actions and results.<\/li>\n\n\n\n
  • I believe the situation is different and hence, expect a different result with the same action.<\/li>\n\n\n\n
  • I am not able to think of an alternate way and I kind of hope to get a different result.<\/li>\n\n\n\n
  • I know another way (or someone suggests it) but I have self-doubt about doing it well or fearful of getting wrong results.<\/li>\n<\/ol>\n\n\n\n

    All the above reasons can be distilled down into two broad aspects of change: 1. Awareness 2. Action. One of the organizations that I consult with had an event with \u2018cloud and agile mindset\u2019 as the theme and I heard a leader say this: \u201cWe can apply many of the learnings beyond product and process; it\u2019s really about how we adapt, improve and transform ourselves\u201d. It further strengthened my conviction that a big part of agility is about transforming ourselves in the way we think and behave.<\/p>\n\n\n\n

    Beyond the visible<\/strong><\/p>\n\n\n\n

    \"\"<\/figure>\n\n\n\n

    Imagine that you are standing on the deck of a ship and watching an iceberg floating in the sea. You are puzzled by the movement of the iceberg in the direction opposite to the direction of the wind. Captain of the ship demystifies the phenomenon for you: \u201cYou see, most of the iceberg is below the water and it is the direction of the current that dictates the movement of the iceberg\u201d. As the leader pointed out in his talk, visible product and process related changes are necessary but it is about how we transform ourselves in the way we think and behave \u2013 the dynamics below the surface and not so visible.<\/p>\n\n\n\n

    \"\"<\/figure>\n\n\n\n

    Agility is brought about by \u2018Doing\u2019 agile and \u2018Being\u2019 agile as you see in the picture. Agile ceremonies, artefacts, tools, metrics, and structure are necessary for agility. However, your organization will move in the right direction only when you get the subtler aspects below the iceberg right. Many of those aspects are about transformation in the way people think and behave. An organization is a collective entity, and it would appear to an individual that the collective must change first. In this post, I would like us to focus on how the individual can change. It helps the individual to take ownership for self and participate in the collective\u2019s transformation.<\/p>\n\n\n\n

    Individual change and the brain<\/strong><\/p>\n\n\n\n

    \"\"<\/figure>\n\n\n\n

    In other words, agility begins in the mind, in each one of our minds. Does the way our brain functions have anything to do with our behaviour? Think of our brain as a dynamic connected grid. There are billions of pathways lighting up every time we think, feel, or do something. Some of these pathways are well travelled and established ways of being, feeling and doing! Good news is that brain can make new connections \u2013 new experiences, being in a new environment, learning new skills and new activity create new pathways and re-wire your brain!<\/p>\n\n\n\n

    With proactive and well-directed effort, you can accelerate rewiring!<\/p>\n\n\n\n

    Three dimensions to re-wiring for agility<\/strong><\/p>\n\n\n\n

    Based on my consulting experience, I discovered three nested dimensions or contexts when a participant in the transformation can change<\/a>.<\/p>\n\n\n\n

    \"\"<\/figure>\n\n\n\n

    Solutions: Teams: Self<\/p>\n\n\n\n

    1. What are you focused on while creating solutions?
    2. While creating solutions, how do you think and collaborate with other teams?
    3. At the root of all change is your willingness to change self and act accordingly.<\/p>\n\n\n\n

    <\/p>\n\n\n\n

    \u201cSolutions\u201d dimension<\/strong><\/p>\n\n\n\n

    Agility is essentially about delivering the highest value to customers. This must be paramount in the minds of the developers. For a few good reasons, many developers in large organizations find it difficult to relate to the actual users of the software product. When I started my software career, we worked alongside the users of my solution in another floor or an adjacent building. Today the \u2018distance\u2019 between the developer and the user has increased multi-fold. Picture below is typical in large software product development organizations:<\/p>\n\n\n\n

    \"\"<\/figure>\n\n\n\n

    Metaphorically \u201cDistance\u201d between Developer & User has increased as we scale! User narratives get abstracted and feedback loops are less effective! Organizations need to find ways to reduce this \u2018distance.\u2019 In my experience, collaborative practices alone are not enough but need to be supported by willingness to invest time and energy from all members.<\/p>\n\n\n\n

    Wiring: Right Solutions<\/strong><\/p>\n\n\n\n

    \"\"<\/figure>\n\n\n\n

    As a developer, I have often focused on my domain of interest or been motivated by a new technology or been simply interested in work that challenges me intellectually! Not that I was wrong, but all the time, my paramount focus needs to be about delivering highest value to the customers! It may require me to get out of my comfort zone in terms technology, domain, or degree of difficulty.<\/p>\n\n\n\n

    When working on solutions, agile minds are wired to continuously deliver the highest value to customers!<\/p>\n\n\n\n

    \u201cTeams\u201d dimension<\/strong><\/p>\n\n\n\n

    We live in  world where solutions require multiple teams to work together to be of value. How should teams think and behave when collaborating with other teams?<\/p>\n\n\n\n

    \"\"<\/figure>\n\n\n\n

    Wiring: Collaborating Teams<\/em><\/p>\n\n\n\n

    Let me start with the most damaging mindset. When senior team members or managers have ego clashes with their counterparts in other teams, neither team wins! Customer gets sub-optimal value and organization loses momentum.<\/p>\n\n\n\n

    Another non-agile pattern is teams without goals or in many cases, teams are indifferent to the goals. Mindset is \u2018This is how it is here. Everything takes its own sweet time. Let me go along with it.\u2019. Another flavour to this pattern: the bar is set so low that such goals may as well not exist. Such teams deliver sub-optimal performance and there is lack of motivation to improve.<\/p>\n\n\n\n

    To be fair, many practicing agile teams do focus on their goals \u2013 sprint goals, quarterly goals, release goals are clearly articulated and understood. Yet their performance is hindered by dependencies with other teams which seem to be operating in their own worlds!<\/p>\n\n\n\n

    High performing agile teams are able to align continuously with shared goals which are typically one level above team\u2019s goals. This behaviour requires teams to be aware of streams of work that would create value to the customer and adapt their planning and execution continuously.<\/p>\n\n\n\n

    When working with other teams, agile minds are wired to think win-win, foster collaboration, and focus on shared goals!<\/p>\n\n\n\n

    \u201cSelf\u201d dimension<\/strong><\/p>\n\n\n\n

    Eventually it comes to personal change! Toughest battleground. It starts with awareness of the need for change. It is not easy to believe when someone else points to the need for change. It is relatively easier to believe when the awareness comes within. It is tricky because I am the observer, and I am the observed. In other words, the quality of your inner mirror is vital to see a clear and complete picture of yourself and the need for change. Imagine a bathroom mirror with a hole \u2013 you may live your entire life without realizing that you have a nose!<\/p>\n\n\n\n

    Awareness is not enough though. It happens to me all the time \u2013 I know I need to change something, yet I do not change. Let us take a simple example: I heard that if one avoids screen time for one hour before going to bed, sleep quality is better. I still cannot help watching something in my mobile while in bed. Moral of the story: \u201cKnowing what to change is hard enough but acting on the knowledge is harder!\u201d.<\/p>\n\n\n\n

    \"\"<\/figure>\n\n\n\n

    Wiring: Changing Self<\/strong><\/p>\n\n\n\n

    Step one is awareness. If you are not aware, you are blissfully ignorant. One trap is your past success \u2013 there are set mental pathways that worked well for you in the past but gets in the way now. Once you are aware, the will to act is often dictated by your \u2018why\u2019. If I stop looking at my mobile before going to sleep, motivation will come from my desire for better quality sleep and an alert mind the next day! We are emotional creatures; Overcoming mental resistance \/ inertia -> requires emotional propulsion \u2013 overcoming fear, insecurity and how you feel about failure. Agile leaders can play a decisive role in cultivating the right kind of environment where it is ok to fail.<\/p>\n\n\n\n

    When working with self, agile minds are wired to look into their inner mirror, have the will to act and feel safe to experiment and learn!<\/p>\n\n\n\n

    Summary<\/strong><\/p>\n\n\n\n

    There are three nested dimensions or contexts where agility shows up from the way we think, feel, and behave. How we create solutions? How we work with other teams in creating the solutions? How we change personally?<\/p>\n\n\n\n

    \"\"<\/figure>\n\n\n\n

    When working on solutions<\/strong>, agile minds are wired to continuously deliver the highest value to customers!<\/p>\n\n\n\n

    When working with other teams<\/strong>, agile minds are wired to think win-win, foster collaboration, and focus on shared goals!<\/p>\n\n\n\n

    When working with self<\/strong>, agile minds are wired to look into their inner mirror, have the will to act and feel safe to experiment and learn! \u2018Being agile\u2019 delivers results and sustainable advantage. It does good for individuals, organizations, and customers. It requires re-wiring of the brain to create new neural pathways! It is possible.<\/p>\n\n\n\n

    \u2018Being agile\u2019 delivers results and sustainable advantage. It does good for individuals, organizations, and customers. It requires re-wiring of the brain to create new neural pathways! It is possible.<\/p>\n","post_title":"Re-wiring for Agility","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"re-wiring-for-agility","to_ping":"","pinged":"","post_modified":"2024-11-27 10:45:57","post_modified_gmt":"2024-11-27 05:15:57","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=997750","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":991291,"post_author":"8","post_date":"2019-11-05 12:20:00","post_date_gmt":"2019-11-05 12:20:00","post_content":"\n

    Ryan is frustrated. It happens again and again, same old problem. He approaches the team and says \u201c I didn\u2019t get any data from the system again !\u201d. Have you got any ideas to fix it?<\/p>\n\n\n\n

    The reactions from the team members are the following:<\/p>\n\n\n\n

    Fred : Well, that\u2019s bad.<\/p>\n\n\n\n

    Frank[thinks]: I\u2019m glad, I didn\u2019t choose the task today.<\/p>\n\n\n\n

    Ron : It was fine when I tried it yesterday.<\/p>\n\n\n\n

    John : It helped me to restart my PC last night.<\/p>\n\n\n\n

    What\u2019s the most optimal way to proceed?<\/strong><\/p>\n","post_title":"CHOW #171 \u2013 No data from the system again!","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-171-no-data-from-the-system-again-2","to_ping":"","pinged":"","post_modified":"2024-01-24 12:30:56","post_modified_gmt":"2024-01-24 12:30:56","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=991291","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"}; \n

      \n
    1. I was unaware of significance of the connection between my actions and results.<\/li>\n\n\n\n
    2. I believe the situation is different and hence, expect a different result with the same action.<\/li>\n\n\n\n
    3. I am not able to think of an alternate way and I kind of hope to get a different result.<\/li>\n\n\n\n
    4. I know another way (or someone suggests it) but I have self-doubt about doing it well or fearful of getting wrong results.<\/li>\n<\/ol>\n\n\n\n

      All the above reasons can be distilled down into two broad aspects of change: 1. Awareness 2. Action. One of the organizations that I consult with had an event with \u2018cloud and agile mindset\u2019 as the theme and I heard a leader say this: \u201cWe can apply many of the learnings beyond product and process; it\u2019s really about how we adapt, improve and transform ourselves\u201d. It further strengthened my conviction that a big part of agility is about transforming ourselves in the way we think and behave.<\/p>\n\n\n\n

      Beyond the visible<\/strong><\/p>\n\n\n\n

      \"\"<\/figure>\n\n\n\n

      Imagine that you are standing on the deck of a ship and watching an iceberg floating in the sea. You are puzzled by the movement of the iceberg in the direction opposite to the direction of the wind. Captain of the ship demystifies the phenomenon for you: \u201cYou see, most of the iceberg is below the water and it is the direction of the current that dictates the movement of the iceberg\u201d. As the leader pointed out in his talk, visible product and process related changes are necessary but it is about how we transform ourselves in the way we think and behave \u2013 the dynamics below the surface and not so visible.<\/p>\n\n\n\n

      \"\"<\/figure>\n\n\n\n

      Agility is brought about by \u2018Doing\u2019 agile and \u2018Being\u2019 agile as you see in the picture. Agile ceremonies, artefacts, tools, metrics, and structure are necessary for agility. However, your organization will move in the right direction only when you get the subtler aspects below the iceberg right. Many of those aspects are about transformation in the way people think and behave. An organization is a collective entity, and it would appear to an individual that the collective must change first. In this post, I would like us to focus on how the individual can change. It helps the individual to take ownership for self and participate in the collective\u2019s transformation.<\/p>\n\n\n\n

      Individual change and the brain<\/strong><\/p>\n\n\n\n

      \"\"<\/figure>\n\n\n\n

      In other words, agility begins in the mind, in each one of our minds. Does the way our brain functions have anything to do with our behaviour? Think of our brain as a dynamic connected grid. There are billions of pathways lighting up every time we think, feel, or do something. Some of these pathways are well travelled and established ways of being, feeling and doing! Good news is that brain can make new connections \u2013 new experiences, being in a new environment, learning new skills and new activity create new pathways and re-wire your brain!<\/p>\n\n\n\n

      With proactive and well-directed effort, you can accelerate rewiring!<\/p>\n\n\n\n

      Three dimensions to re-wiring for agility<\/strong><\/p>\n\n\n\n

      Based on my consulting experience, I discovered three nested dimensions or contexts when a participant in the transformation can change<\/a>.<\/p>\n\n\n\n

      \"\"<\/figure>\n\n\n\n

      Solutions: Teams: Self<\/p>\n\n\n\n

      1. What are you focused on while creating solutions?
      2. While creating solutions, how do you think and collaborate with other teams?
      3. At the root of all change is your willingness to change self and act accordingly.<\/p>\n\n\n\n

      <\/p>\n\n\n\n

      \u201cSolutions\u201d dimension<\/strong><\/p>\n\n\n\n

      Agility is essentially about delivering the highest value to customers. This must be paramount in the minds of the developers. For a few good reasons, many developers in large organizations find it difficult to relate to the actual users of the software product. When I started my software career, we worked alongside the users of my solution in another floor or an adjacent building. Today the \u2018distance\u2019 between the developer and the user has increased multi-fold. Picture below is typical in large software product development organizations:<\/p>\n\n\n\n

      \"\"<\/figure>\n\n\n\n

      Metaphorically \u201cDistance\u201d between Developer & User has increased as we scale! User narratives get abstracted and feedback loops are less effective! Organizations need to find ways to reduce this \u2018distance.\u2019 In my experience, collaborative practices alone are not enough but need to be supported by willingness to invest time and energy from all members.<\/p>\n\n\n\n

      Wiring: Right Solutions<\/strong><\/p>\n\n\n\n

      \"\"<\/figure>\n\n\n\n

      As a developer, I have often focused on my domain of interest or been motivated by a new technology or been simply interested in work that challenges me intellectually! Not that I was wrong, but all the time, my paramount focus needs to be about delivering highest value to the customers! It may require me to get out of my comfort zone in terms technology, domain, or degree of difficulty.<\/p>\n\n\n\n

      When working on solutions, agile minds are wired to continuously deliver the highest value to customers!<\/p>\n\n\n\n

      \u201cTeams\u201d dimension<\/strong><\/p>\n\n\n\n

      We live in  world where solutions require multiple teams to work together to be of value. How should teams think and behave when collaborating with other teams?<\/p>\n\n\n\n

      \"\"<\/figure>\n\n\n\n

      Wiring: Collaborating Teams<\/em><\/p>\n\n\n\n

      Let me start with the most damaging mindset. When senior team members or managers have ego clashes with their counterparts in other teams, neither team wins! Customer gets sub-optimal value and organization loses momentum.<\/p>\n\n\n\n

      Another non-agile pattern is teams without goals or in many cases, teams are indifferent to the goals. Mindset is \u2018This is how it is here. Everything takes its own sweet time. Let me go along with it.\u2019. Another flavour to this pattern: the bar is set so low that such goals may as well not exist. Such teams deliver sub-optimal performance and there is lack of motivation to improve.<\/p>\n\n\n\n

      To be fair, many practicing agile teams do focus on their goals \u2013 sprint goals, quarterly goals, release goals are clearly articulated and understood. Yet their performance is hindered by dependencies with other teams which seem to be operating in their own worlds!<\/p>\n\n\n\n

      High performing agile teams are able to align continuously with shared goals which are typically one level above team\u2019s goals. This behaviour requires teams to be aware of streams of work that would create value to the customer and adapt their planning and execution continuously.<\/p>\n\n\n\n

      When working with other teams, agile minds are wired to think win-win, foster collaboration, and focus on shared goals!<\/p>\n\n\n\n

      \u201cSelf\u201d dimension<\/strong><\/p>\n\n\n\n

      Eventually it comes to personal change! Toughest battleground. It starts with awareness of the need for change. It is not easy to believe when someone else points to the need for change. It is relatively easier to believe when the awareness comes within. It is tricky because I am the observer, and I am the observed. In other words, the quality of your inner mirror is vital to see a clear and complete picture of yourself and the need for change. Imagine a bathroom mirror with a hole \u2013 you may live your entire life without realizing that you have a nose!<\/p>\n\n\n\n

      Awareness is not enough though. It happens to me all the time \u2013 I know I need to change something, yet I do not change. Let us take a simple example: I heard that if one avoids screen time for one hour before going to bed, sleep quality is better. I still cannot help watching something in my mobile while in bed. Moral of the story: \u201cKnowing what to change is hard enough but acting on the knowledge is harder!\u201d.<\/p>\n\n\n\n

      \"\"<\/figure>\n\n\n\n

      Wiring: Changing Self<\/strong><\/p>\n\n\n\n

      Step one is awareness. If you are not aware, you are blissfully ignorant. One trap is your past success \u2013 there are set mental pathways that worked well for you in the past but gets in the way now. Once you are aware, the will to act is often dictated by your \u2018why\u2019. If I stop looking at my mobile before going to sleep, motivation will come from my desire for better quality sleep and an alert mind the next day! We are emotional creatures; Overcoming mental resistance \/ inertia -> requires emotional propulsion \u2013 overcoming fear, insecurity and how you feel about failure. Agile leaders can play a decisive role in cultivating the right kind of environment where it is ok to fail.<\/p>\n\n\n\n

      When working with self, agile minds are wired to look into their inner mirror, have the will to act and feel safe to experiment and learn!<\/p>\n\n\n\n

      Summary<\/strong><\/p>\n\n\n\n

      There are three nested dimensions or contexts where agility shows up from the way we think, feel, and behave. How we create solutions? How we work with other teams in creating the solutions? How we change personally?<\/p>\n\n\n\n

      \"\"<\/figure>\n\n\n\n

      When working on solutions<\/strong>, agile minds are wired to continuously deliver the highest value to customers!<\/p>\n\n\n\n

      When working with other teams<\/strong>, agile minds are wired to think win-win, foster collaboration, and focus on shared goals!<\/p>\n\n\n\n

      When working with self<\/strong>, agile minds are wired to look into their inner mirror, have the will to act and feel safe to experiment and learn! \u2018Being agile\u2019 delivers results and sustainable advantage. It does good for individuals, organizations, and customers. It requires re-wiring of the brain to create new neural pathways! It is possible.<\/p>\n\n\n\n

      \u2018Being agile\u2019 delivers results and sustainable advantage. It does good for individuals, organizations, and customers. It requires re-wiring of the brain to create new neural pathways! It is possible.<\/p>\n","post_title":"Re-wiring for Agility","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"re-wiring-for-agility","to_ping":"","pinged":"","post_modified":"2024-11-27 10:45:57","post_modified_gmt":"2024-11-27 05:15:57","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=997750","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":991291,"post_author":"8","post_date":"2019-11-05 12:20:00","post_date_gmt":"2019-11-05 12:20:00","post_content":"\n

      Ryan is frustrated. It happens again and again, same old problem. He approaches the team and says \u201c I didn\u2019t get any data from the system again !\u201d. Have you got any ideas to fix it?<\/p>\n\n\n\n

      The reactions from the team members are the following:<\/p>\n\n\n\n

      Fred : Well, that\u2019s bad.<\/p>\n\n\n\n

      Frank[thinks]: I\u2019m glad, I didn\u2019t choose the task today.<\/p>\n\n\n\n

      Ron : It was fine when I tried it yesterday.<\/p>\n\n\n\n

      John : It helped me to restart my PC last night.<\/p>\n\n\n\n

      What\u2019s the most optimal way to proceed?<\/strong><\/p>\n","post_title":"CHOW #171 \u2013 No data from the system again!","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-171-no-data-from-the-system-again-2","to_ping":"","pinged":"","post_modified":"2024-01-24 12:30:56","post_modified_gmt":"2024-01-24 12:30:56","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=991291","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"}; \n

      \u201cInsanity is doing the same thing over and over again and expecting different results\u201d \u2013 an often-quoted one-liner from Albert Einstein. It always made sense to me logically, yet I found myself caught in this insanity loop. When I reflected on my behaviour, I found a few reasons why I do things the same way. One obvious answer was habits, but closer examination revealed a few other reasons.<\/p>\n\n\n\n

        \n
      1. I was unaware of significance of the connection between my actions and results.<\/li>\n\n\n\n
      2. I believe the situation is different and hence, expect a different result with the same action.<\/li>\n\n\n\n
      3. I am not able to think of an alternate way and I kind of hope to get a different result.<\/li>\n\n\n\n
      4. I know another way (or someone suggests it) but I have self-doubt about doing it well or fearful of getting wrong results.<\/li>\n<\/ol>\n\n\n\n

        All the above reasons can be distilled down into two broad aspects of change: 1. Awareness 2. Action. One of the organizations that I consult with had an event with \u2018cloud and agile mindset\u2019 as the theme and I heard a leader say this: \u201cWe can apply many of the learnings beyond product and process; it\u2019s really about how we adapt, improve and transform ourselves\u201d. It further strengthened my conviction that a big part of agility is about transforming ourselves in the way we think and behave.<\/p>\n\n\n\n

        Beyond the visible<\/strong><\/p>\n\n\n\n

        \"\"<\/figure>\n\n\n\n

        Imagine that you are standing on the deck of a ship and watching an iceberg floating in the sea. You are puzzled by the movement of the iceberg in the direction opposite to the direction of the wind. Captain of the ship demystifies the phenomenon for you: \u201cYou see, most of the iceberg is below the water and it is the direction of the current that dictates the movement of the iceberg\u201d. As the leader pointed out in his talk, visible product and process related changes are necessary but it is about how we transform ourselves in the way we think and behave \u2013 the dynamics below the surface and not so visible.<\/p>\n\n\n\n

        \"\"<\/figure>\n\n\n\n

        Agility is brought about by \u2018Doing\u2019 agile and \u2018Being\u2019 agile as you see in the picture. Agile ceremonies, artefacts, tools, metrics, and structure are necessary for agility. However, your organization will move in the right direction only when you get the subtler aspects below the iceberg right. Many of those aspects are about transformation in the way people think and behave. An organization is a collective entity, and it would appear to an individual that the collective must change first. In this post, I would like us to focus on how the individual can change. It helps the individual to take ownership for self and participate in the collective\u2019s transformation.<\/p>\n\n\n\n

        Individual change and the brain<\/strong><\/p>\n\n\n\n

        \"\"<\/figure>\n\n\n\n

        In other words, agility begins in the mind, in each one of our minds. Does the way our brain functions have anything to do with our behaviour? Think of our brain as a dynamic connected grid. There are billions of pathways lighting up every time we think, feel, or do something. Some of these pathways are well travelled and established ways of being, feeling and doing! Good news is that brain can make new connections \u2013 new experiences, being in a new environment, learning new skills and new activity create new pathways and re-wire your brain!<\/p>\n\n\n\n

        With proactive and well-directed effort, you can accelerate rewiring!<\/p>\n\n\n\n

        Three dimensions to re-wiring for agility<\/strong><\/p>\n\n\n\n

        Based on my consulting experience, I discovered three nested dimensions or contexts when a participant in the transformation can change<\/a>.<\/p>\n\n\n\n

        \"\"<\/figure>\n\n\n\n

        Solutions: Teams: Self<\/p>\n\n\n\n

        1. What are you focused on while creating solutions?
        2. While creating solutions, how do you think and collaborate with other teams?
        3. At the root of all change is your willingness to change self and act accordingly.<\/p>\n\n\n\n

        <\/p>\n\n\n\n

        \u201cSolutions\u201d dimension<\/strong><\/p>\n\n\n\n

        Agility is essentially about delivering the highest value to customers. This must be paramount in the minds of the developers. For a few good reasons, many developers in large organizations find it difficult to relate to the actual users of the software product. When I started my software career, we worked alongside the users of my solution in another floor or an adjacent building. Today the \u2018distance\u2019 between the developer and the user has increased multi-fold. Picture below is typical in large software product development organizations:<\/p>\n\n\n\n

        \"\"<\/figure>\n\n\n\n

        Metaphorically \u201cDistance\u201d between Developer & User has increased as we scale! User narratives get abstracted and feedback loops are less effective! Organizations need to find ways to reduce this \u2018distance.\u2019 In my experience, collaborative practices alone are not enough but need to be supported by willingness to invest time and energy from all members.<\/p>\n\n\n\n

        Wiring: Right Solutions<\/strong><\/p>\n\n\n\n

        \"\"<\/figure>\n\n\n\n

        As a developer, I have often focused on my domain of interest or been motivated by a new technology or been simply interested in work that challenges me intellectually! Not that I was wrong, but all the time, my paramount focus needs to be about delivering highest value to the customers! It may require me to get out of my comfort zone in terms technology, domain, or degree of difficulty.<\/p>\n\n\n\n

        When working on solutions, agile minds are wired to continuously deliver the highest value to customers!<\/p>\n\n\n\n

        \u201cTeams\u201d dimension<\/strong><\/p>\n\n\n\n

        We live in  world where solutions require multiple teams to work together to be of value. How should teams think and behave when collaborating with other teams?<\/p>\n\n\n\n

        \"\"<\/figure>\n\n\n\n

        Wiring: Collaborating Teams<\/em><\/p>\n\n\n\n

        Let me start with the most damaging mindset. When senior team members or managers have ego clashes with their counterparts in other teams, neither team wins! Customer gets sub-optimal value and organization loses momentum.<\/p>\n\n\n\n

        Another non-agile pattern is teams without goals or in many cases, teams are indifferent to the goals. Mindset is \u2018This is how it is here. Everything takes its own sweet time. Let me go along with it.\u2019. Another flavour to this pattern: the bar is set so low that such goals may as well not exist. Such teams deliver sub-optimal performance and there is lack of motivation to improve.<\/p>\n\n\n\n

        To be fair, many practicing agile teams do focus on their goals \u2013 sprint goals, quarterly goals, release goals are clearly articulated and understood. Yet their performance is hindered by dependencies with other teams which seem to be operating in their own worlds!<\/p>\n\n\n\n

        High performing agile teams are able to align continuously with shared goals which are typically one level above team\u2019s goals. This behaviour requires teams to be aware of streams of work that would create value to the customer and adapt their planning and execution continuously.<\/p>\n\n\n\n

        When working with other teams, agile minds are wired to think win-win, foster collaboration, and focus on shared goals!<\/p>\n\n\n\n

        \u201cSelf\u201d dimension<\/strong><\/p>\n\n\n\n

        Eventually it comes to personal change! Toughest battleground. It starts with awareness of the need for change. It is not easy to believe when someone else points to the need for change. It is relatively easier to believe when the awareness comes within. It is tricky because I am the observer, and I am the observed. In other words, the quality of your inner mirror is vital to see a clear and complete picture of yourself and the need for change. Imagine a bathroom mirror with a hole \u2013 you may live your entire life without realizing that you have a nose!<\/p>\n\n\n\n

        Awareness is not enough though. It happens to me all the time \u2013 I know I need to change something, yet I do not change. Let us take a simple example: I heard that if one avoids screen time for one hour before going to bed, sleep quality is better. I still cannot help watching something in my mobile while in bed. Moral of the story: \u201cKnowing what to change is hard enough but acting on the knowledge is harder!\u201d.<\/p>\n\n\n\n

        \"\"<\/figure>\n\n\n\n

        Wiring: Changing Self<\/strong><\/p>\n\n\n\n

        Step one is awareness. If you are not aware, you are blissfully ignorant. One trap is your past success \u2013 there are set mental pathways that worked well for you in the past but gets in the way now. Once you are aware, the will to act is often dictated by your \u2018why\u2019. If I stop looking at my mobile before going to sleep, motivation will come from my desire for better quality sleep and an alert mind the next day! We are emotional creatures; Overcoming mental resistance \/ inertia -> requires emotional propulsion \u2013 overcoming fear, insecurity and how you feel about failure. Agile leaders can play a decisive role in cultivating the right kind of environment where it is ok to fail.<\/p>\n\n\n\n

        When working with self, agile minds are wired to look into their inner mirror, have the will to act and feel safe to experiment and learn!<\/p>\n\n\n\n

        Summary<\/strong><\/p>\n\n\n\n

        There are three nested dimensions or contexts where agility shows up from the way we think, feel, and behave. How we create solutions? How we work with other teams in creating the solutions? How we change personally?<\/p>\n\n\n\n

        \"\"<\/figure>\n\n\n\n

        When working on solutions<\/strong>, agile minds are wired to continuously deliver the highest value to customers!<\/p>\n\n\n\n

        When working with other teams<\/strong>, agile minds are wired to think win-win, foster collaboration, and focus on shared goals!<\/p>\n\n\n\n

        When working with self<\/strong>, agile minds are wired to look into their inner mirror, have the will to act and feel safe to experiment and learn! \u2018Being agile\u2019 delivers results and sustainable advantage. It does good for individuals, organizations, and customers. It requires re-wiring of the brain to create new neural pathways! It is possible.<\/p>\n\n\n\n

        \u2018Being agile\u2019 delivers results and sustainable advantage. It does good for individuals, organizations, and customers. It requires re-wiring of the brain to create new neural pathways! It is possible.<\/p>\n","post_title":"Re-wiring for Agility","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"re-wiring-for-agility","to_ping":"","pinged":"","post_modified":"2024-11-27 10:45:57","post_modified_gmt":"2024-11-27 05:15:57","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=997750","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":991291,"post_author":"8","post_date":"2019-11-05 12:20:00","post_date_gmt":"2019-11-05 12:20:00","post_content":"\n

        Ryan is frustrated. It happens again and again, same old problem. He approaches the team and says \u201c I didn\u2019t get any data from the system again !\u201d. Have you got any ideas to fix it?<\/p>\n\n\n\n

        The reactions from the team members are the following:<\/p>\n\n\n\n

        Fred : Well, that\u2019s bad.<\/p>\n\n\n\n

        Frank[thinks]: I\u2019m glad, I didn\u2019t choose the task today.<\/p>\n\n\n\n

        Ron : It was fine when I tried it yesterday.<\/p>\n\n\n\n

        John : It helped me to restart my PC last night.<\/p>\n\n\n\n

        What\u2019s the most optimal way to proceed?<\/strong><\/p>\n","post_title":"CHOW #171 \u2013 No data from the system again!","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-171-no-data-from-the-system-again-2","to_ping":"","pinged":"","post_modified":"2024-01-24 12:30:56","post_modified_gmt":"2024-01-24 12:30:56","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=991291","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"}; \n

        Introduction<\/strong><\/p>\n\n\n\n

        \u201cInsanity is doing the same thing over and over again and expecting different results\u201d \u2013 an often-quoted one-liner from Albert Einstein. It always made sense to me logically, yet I found myself caught in this insanity loop. When I reflected on my behaviour, I found a few reasons why I do things the same way. One obvious answer was habits, but closer examination revealed a few other reasons.<\/p>\n\n\n\n

          \n
        1. I was unaware of significance of the connection between my actions and results.<\/li>\n\n\n\n
        2. I believe the situation is different and hence, expect a different result with the same action.<\/li>\n\n\n\n
        3. I am not able to think of an alternate way and I kind of hope to get a different result.<\/li>\n\n\n\n
        4. I know another way (or someone suggests it) but I have self-doubt about doing it well or fearful of getting wrong results.<\/li>\n<\/ol>\n\n\n\n

          All the above reasons can be distilled down into two broad aspects of change: 1. Awareness 2. Action. One of the organizations that I consult with had an event with \u2018cloud and agile mindset\u2019 as the theme and I heard a leader say this: \u201cWe can apply many of the learnings beyond product and process; it\u2019s really about how we adapt, improve and transform ourselves\u201d. It further strengthened my conviction that a big part of agility is about transforming ourselves in the way we think and behave.<\/p>\n\n\n\n

          Beyond the visible<\/strong><\/p>\n\n\n\n

          \"\"<\/figure>\n\n\n\n

          Imagine that you are standing on the deck of a ship and watching an iceberg floating in the sea. You are puzzled by the movement of the iceberg in the direction opposite to the direction of the wind. Captain of the ship demystifies the phenomenon for you: \u201cYou see, most of the iceberg is below the water and it is the direction of the current that dictates the movement of the iceberg\u201d. As the leader pointed out in his talk, visible product and process related changes are necessary but it is about how we transform ourselves in the way we think and behave \u2013 the dynamics below the surface and not so visible.<\/p>\n\n\n\n

          \"\"<\/figure>\n\n\n\n

          Agility is brought about by \u2018Doing\u2019 agile and \u2018Being\u2019 agile as you see in the picture. Agile ceremonies, artefacts, tools, metrics, and structure are necessary for agility. However, your organization will move in the right direction only when you get the subtler aspects below the iceberg right. Many of those aspects are about transformation in the way people think and behave. An organization is a collective entity, and it would appear to an individual that the collective must change first. In this post, I would like us to focus on how the individual can change. It helps the individual to take ownership for self and participate in the collective\u2019s transformation.<\/p>\n\n\n\n

          Individual change and the brain<\/strong><\/p>\n\n\n\n

          \"\"<\/figure>\n\n\n\n

          In other words, agility begins in the mind, in each one of our minds. Does the way our brain functions have anything to do with our behaviour? Think of our brain as a dynamic connected grid. There are billions of pathways lighting up every time we think, feel, or do something. Some of these pathways are well travelled and established ways of being, feeling and doing! Good news is that brain can make new connections \u2013 new experiences, being in a new environment, learning new skills and new activity create new pathways and re-wire your brain!<\/p>\n\n\n\n

          With proactive and well-directed effort, you can accelerate rewiring!<\/p>\n\n\n\n

          Three dimensions to re-wiring for agility<\/strong><\/p>\n\n\n\n

          Based on my consulting experience, I discovered three nested dimensions or contexts when a participant in the transformation can change<\/a>.<\/p>\n\n\n\n

          \"\"<\/figure>\n\n\n\n

          Solutions: Teams: Self<\/p>\n\n\n\n

          1. What are you focused on while creating solutions?
          2. While creating solutions, how do you think and collaborate with other teams?
          3. At the root of all change is your willingness to change self and act accordingly.<\/p>\n\n\n\n

          <\/p>\n\n\n\n

          \u201cSolutions\u201d dimension<\/strong><\/p>\n\n\n\n

          Agility is essentially about delivering the highest value to customers. This must be paramount in the minds of the developers. For a few good reasons, many developers in large organizations find it difficult to relate to the actual users of the software product. When I started my software career, we worked alongside the users of my solution in another floor or an adjacent building. Today the \u2018distance\u2019 between the developer and the user has increased multi-fold. Picture below is typical in large software product development organizations:<\/p>\n\n\n\n

          \"\"<\/figure>\n\n\n\n

          Metaphorically \u201cDistance\u201d between Developer & User has increased as we scale! User narratives get abstracted and feedback loops are less effective! Organizations need to find ways to reduce this \u2018distance.\u2019 In my experience, collaborative practices alone are not enough but need to be supported by willingness to invest time and energy from all members.<\/p>\n\n\n\n

          Wiring: Right Solutions<\/strong><\/p>\n\n\n\n

          \"\"<\/figure>\n\n\n\n

          As a developer, I have often focused on my domain of interest or been motivated by a new technology or been simply interested in work that challenges me intellectually! Not that I was wrong, but all the time, my paramount focus needs to be about delivering highest value to the customers! It may require me to get out of my comfort zone in terms technology, domain, or degree of difficulty.<\/p>\n\n\n\n

          When working on solutions, agile minds are wired to continuously deliver the highest value to customers!<\/p>\n\n\n\n

          \u201cTeams\u201d dimension<\/strong><\/p>\n\n\n\n

          We live in  world where solutions require multiple teams to work together to be of value. How should teams think and behave when collaborating with other teams?<\/p>\n\n\n\n

          \"\"<\/figure>\n\n\n\n

          Wiring: Collaborating Teams<\/em><\/p>\n\n\n\n

          Let me start with the most damaging mindset. When senior team members or managers have ego clashes with their counterparts in other teams, neither team wins! Customer gets sub-optimal value and organization loses momentum.<\/p>\n\n\n\n

          Another non-agile pattern is teams without goals or in many cases, teams are indifferent to the goals. Mindset is \u2018This is how it is here. Everything takes its own sweet time. Let me go along with it.\u2019. Another flavour to this pattern: the bar is set so low that such goals may as well not exist. Such teams deliver sub-optimal performance and there is lack of motivation to improve.<\/p>\n\n\n\n

          To be fair, many practicing agile teams do focus on their goals \u2013 sprint goals, quarterly goals, release goals are clearly articulated and understood. Yet their performance is hindered by dependencies with other teams which seem to be operating in their own worlds!<\/p>\n\n\n\n

          High performing agile teams are able to align continuously with shared goals which are typically one level above team\u2019s goals. This behaviour requires teams to be aware of streams of work that would create value to the customer and adapt their planning and execution continuously.<\/p>\n\n\n\n

          When working with other teams, agile minds are wired to think win-win, foster collaboration, and focus on shared goals!<\/p>\n\n\n\n

          \u201cSelf\u201d dimension<\/strong><\/p>\n\n\n\n

          Eventually it comes to personal change! Toughest battleground. It starts with awareness of the need for change. It is not easy to believe when someone else points to the need for change. It is relatively easier to believe when the awareness comes within. It is tricky because I am the observer, and I am the observed. In other words, the quality of your inner mirror is vital to see a clear and complete picture of yourself and the need for change. Imagine a bathroom mirror with a hole \u2013 you may live your entire life without realizing that you have a nose!<\/p>\n\n\n\n

          Awareness is not enough though. It happens to me all the time \u2013 I know I need to change something, yet I do not change. Let us take a simple example: I heard that if one avoids screen time for one hour before going to bed, sleep quality is better. I still cannot help watching something in my mobile while in bed. Moral of the story: \u201cKnowing what to change is hard enough but acting on the knowledge is harder!\u201d.<\/p>\n\n\n\n

          \"\"<\/figure>\n\n\n\n

          Wiring: Changing Self<\/strong><\/p>\n\n\n\n

          Step one is awareness. If you are not aware, you are blissfully ignorant. One trap is your past success \u2013 there are set mental pathways that worked well for you in the past but gets in the way now. Once you are aware, the will to act is often dictated by your \u2018why\u2019. If I stop looking at my mobile before going to sleep, motivation will come from my desire for better quality sleep and an alert mind the next day! We are emotional creatures; Overcoming mental resistance \/ inertia -> requires emotional propulsion \u2013 overcoming fear, insecurity and how you feel about failure. Agile leaders can play a decisive role in cultivating the right kind of environment where it is ok to fail.<\/p>\n\n\n\n

          When working with self, agile minds are wired to look into their inner mirror, have the will to act and feel safe to experiment and learn!<\/p>\n\n\n\n

          Summary<\/strong><\/p>\n\n\n\n

          There are three nested dimensions or contexts where agility shows up from the way we think, feel, and behave. How we create solutions? How we work with other teams in creating the solutions? How we change personally?<\/p>\n\n\n\n

          \"\"<\/figure>\n\n\n\n

          When working on solutions<\/strong>, agile minds are wired to continuously deliver the highest value to customers!<\/p>\n\n\n\n

          When working with other teams<\/strong>, agile minds are wired to think win-win, foster collaboration, and focus on shared goals!<\/p>\n\n\n\n

          When working with self<\/strong>, agile minds are wired to look into their inner mirror, have the will to act and feel safe to experiment and learn! \u2018Being agile\u2019 delivers results and sustainable advantage. It does good for individuals, organizations, and customers. It requires re-wiring of the brain to create new neural pathways! It is possible.<\/p>\n\n\n\n

          \u2018Being agile\u2019 delivers results and sustainable advantage. It does good for individuals, organizations, and customers. It requires re-wiring of the brain to create new neural pathways! It is possible.<\/p>\n","post_title":"Re-wiring for Agility","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"re-wiring-for-agility","to_ping":"","pinged":"","post_modified":"2024-11-27 10:45:57","post_modified_gmt":"2024-11-27 05:15:57","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=997750","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":991291,"post_author":"8","post_date":"2019-11-05 12:20:00","post_date_gmt":"2019-11-05 12:20:00","post_content":"\n

          Ryan is frustrated. It happens again and again, same old problem. He approaches the team and says \u201c I didn\u2019t get any data from the system again !\u201d. Have you got any ideas to fix it?<\/p>\n\n\n\n

          The reactions from the team members are the following:<\/p>\n\n\n\n

          Fred : Well, that\u2019s bad.<\/p>\n\n\n\n

          Frank[thinks]: I\u2019m glad, I didn\u2019t choose the task today.<\/p>\n\n\n\n

          Ron : It was fine when I tried it yesterday.<\/p>\n\n\n\n

          John : It helped me to restart my PC last night.<\/p>\n\n\n\n

          What\u2019s the most optimal way to proceed?<\/strong><\/p>\n","post_title":"CHOW #171 \u2013 No data from the system again!","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-171-no-data-from-the-system-again-2","to_ping":"","pinged":"","post_modified":"2024-01-24 12:30:56","post_modified_gmt":"2024-01-24 12:30:56","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=991291","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"}; \n

          <\/p>\n","post_title":"When to call AI and when not to? A simple guide for mid level Managers","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"when-to-call-ai-and-when-not-to-a-simple-guide-for-mid-level-managers","to_ping":"","pinged":"","post_modified":"2025-07-12 12:46:36","post_modified_gmt":"2025-07-12 07:16:36","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=1000204","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":997750,"post_author":"7","post_date":"2024-05-03 05:42:49","post_date_gmt":"2024-05-03 05:42:49","post_content":"\n

          Introduction<\/strong><\/p>\n\n\n\n

          \u201cInsanity is doing the same thing over and over again and expecting different results\u201d \u2013 an often-quoted one-liner from Albert Einstein. It always made sense to me logically, yet I found myself caught in this insanity loop. When I reflected on my behaviour, I found a few reasons why I do things the same way. One obvious answer was habits, but closer examination revealed a few other reasons.<\/p>\n\n\n\n

            \n
          1. I was unaware of significance of the connection between my actions and results.<\/li>\n\n\n\n
          2. I believe the situation is different and hence, expect a different result with the same action.<\/li>\n\n\n\n
          3. I am not able to think of an alternate way and I kind of hope to get a different result.<\/li>\n\n\n\n
          4. I know another way (or someone suggests it) but I have self-doubt about doing it well or fearful of getting wrong results.<\/li>\n<\/ol>\n\n\n\n

            All the above reasons can be distilled down into two broad aspects of change: 1. Awareness 2. Action. One of the organizations that I consult with had an event with \u2018cloud and agile mindset\u2019 as the theme and I heard a leader say this: \u201cWe can apply many of the learnings beyond product and process; it\u2019s really about how we adapt, improve and transform ourselves\u201d. It further strengthened my conviction that a big part of agility is about transforming ourselves in the way we think and behave.<\/p>\n\n\n\n

            Beyond the visible<\/strong><\/p>\n\n\n\n

            \"\"<\/figure>\n\n\n\n

            Imagine that you are standing on the deck of a ship and watching an iceberg floating in the sea. You are puzzled by the movement of the iceberg in the direction opposite to the direction of the wind. Captain of the ship demystifies the phenomenon for you: \u201cYou see, most of the iceberg is below the water and it is the direction of the current that dictates the movement of the iceberg\u201d. As the leader pointed out in his talk, visible product and process related changes are necessary but it is about how we transform ourselves in the way we think and behave \u2013 the dynamics below the surface and not so visible.<\/p>\n\n\n\n

            \"\"<\/figure>\n\n\n\n

            Agility is brought about by \u2018Doing\u2019 agile and \u2018Being\u2019 agile as you see in the picture. Agile ceremonies, artefacts, tools, metrics, and structure are necessary for agility. However, your organization will move in the right direction only when you get the subtler aspects below the iceberg right. Many of those aspects are about transformation in the way people think and behave. An organization is a collective entity, and it would appear to an individual that the collective must change first. In this post, I would like us to focus on how the individual can change. It helps the individual to take ownership for self and participate in the collective\u2019s transformation.<\/p>\n\n\n\n

            Individual change and the brain<\/strong><\/p>\n\n\n\n

            \"\"<\/figure>\n\n\n\n

            In other words, agility begins in the mind, in each one of our minds. Does the way our brain functions have anything to do with our behaviour? Think of our brain as a dynamic connected grid. There are billions of pathways lighting up every time we think, feel, or do something. Some of these pathways are well travelled and established ways of being, feeling and doing! Good news is that brain can make new connections \u2013 new experiences, being in a new environment, learning new skills and new activity create new pathways and re-wire your brain!<\/p>\n\n\n\n

            With proactive and well-directed effort, you can accelerate rewiring!<\/p>\n\n\n\n

            Three dimensions to re-wiring for agility<\/strong><\/p>\n\n\n\n

            Based on my consulting experience, I discovered three nested dimensions or contexts when a participant in the transformation can change<\/a>.<\/p>\n\n\n\n

            \"\"<\/figure>\n\n\n\n

            Solutions: Teams: Self<\/p>\n\n\n\n

            1. What are you focused on while creating solutions?
            2. While creating solutions, how do you think and collaborate with other teams?
            3. At the root of all change is your willingness to change self and act accordingly.<\/p>\n\n\n\n

            <\/p>\n\n\n\n

            \u201cSolutions\u201d dimension<\/strong><\/p>\n\n\n\n

            Agility is essentially about delivering the highest value to customers. This must be paramount in the minds of the developers. For a few good reasons, many developers in large organizations find it difficult to relate to the actual users of the software product. When I started my software career, we worked alongside the users of my solution in another floor or an adjacent building. Today the \u2018distance\u2019 between the developer and the user has increased multi-fold. Picture below is typical in large software product development organizations:<\/p>\n\n\n\n

            \"\"<\/figure>\n\n\n\n

            Metaphorically \u201cDistance\u201d between Developer & User has increased as we scale! User narratives get abstracted and feedback loops are less effective! Organizations need to find ways to reduce this \u2018distance.\u2019 In my experience, collaborative practices alone are not enough but need to be supported by willingness to invest time and energy from all members.<\/p>\n\n\n\n

            Wiring: Right Solutions<\/strong><\/p>\n\n\n\n

            \"\"<\/figure>\n\n\n\n

            As a developer, I have often focused on my domain of interest or been motivated by a new technology or been simply interested in work that challenges me intellectually! Not that I was wrong, but all the time, my paramount focus needs to be about delivering highest value to the customers! It may require me to get out of my comfort zone in terms technology, domain, or degree of difficulty.<\/p>\n\n\n\n

            When working on solutions, agile minds are wired to continuously deliver the highest value to customers!<\/p>\n\n\n\n

            \u201cTeams\u201d dimension<\/strong><\/p>\n\n\n\n

            We live in  world where solutions require multiple teams to work together to be of value. How should teams think and behave when collaborating with other teams?<\/p>\n\n\n\n

            \"\"<\/figure>\n\n\n\n

            Wiring: Collaborating Teams<\/em><\/p>\n\n\n\n

            Let me start with the most damaging mindset. When senior team members or managers have ego clashes with their counterparts in other teams, neither team wins! Customer gets sub-optimal value and organization loses momentum.<\/p>\n\n\n\n

            Another non-agile pattern is teams without goals or in many cases, teams are indifferent to the goals. Mindset is \u2018This is how it is here. Everything takes its own sweet time. Let me go along with it.\u2019. Another flavour to this pattern: the bar is set so low that such goals may as well not exist. Such teams deliver sub-optimal performance and there is lack of motivation to improve.<\/p>\n\n\n\n

            To be fair, many practicing agile teams do focus on their goals \u2013 sprint goals, quarterly goals, release goals are clearly articulated and understood. Yet their performance is hindered by dependencies with other teams which seem to be operating in their own worlds!<\/p>\n\n\n\n

            High performing agile teams are able to align continuously with shared goals which are typically one level above team\u2019s goals. This behaviour requires teams to be aware of streams of work that would create value to the customer and adapt their planning and execution continuously.<\/p>\n\n\n\n

            When working with other teams, agile minds are wired to think win-win, foster collaboration, and focus on shared goals!<\/p>\n\n\n\n

            \u201cSelf\u201d dimension<\/strong><\/p>\n\n\n\n

            Eventually it comes to personal change! Toughest battleground. It starts with awareness of the need for change. It is not easy to believe when someone else points to the need for change. It is relatively easier to believe when the awareness comes within. It is tricky because I am the observer, and I am the observed. In other words, the quality of your inner mirror is vital to see a clear and complete picture of yourself and the need for change. Imagine a bathroom mirror with a hole \u2013 you may live your entire life without realizing that you have a nose!<\/p>\n\n\n\n

            Awareness is not enough though. It happens to me all the time \u2013 I know I need to change something, yet I do not change. Let us take a simple example: I heard that if one avoids screen time for one hour before going to bed, sleep quality is better. I still cannot help watching something in my mobile while in bed. Moral of the story: \u201cKnowing what to change is hard enough but acting on the knowledge is harder!\u201d.<\/p>\n\n\n\n

            \"\"<\/figure>\n\n\n\n

            Wiring: Changing Self<\/strong><\/p>\n\n\n\n

            Step one is awareness. If you are not aware, you are blissfully ignorant. One trap is your past success \u2013 there are set mental pathways that worked well for you in the past but gets in the way now. Once you are aware, the will to act is often dictated by your \u2018why\u2019. If I stop looking at my mobile before going to sleep, motivation will come from my desire for better quality sleep and an alert mind the next day! We are emotional creatures; Overcoming mental resistance \/ inertia -> requires emotional propulsion \u2013 overcoming fear, insecurity and how you feel about failure. Agile leaders can play a decisive role in cultivating the right kind of environment where it is ok to fail.<\/p>\n\n\n\n

            When working with self, agile minds are wired to look into their inner mirror, have the will to act and feel safe to experiment and learn!<\/p>\n\n\n\n

            Summary<\/strong><\/p>\n\n\n\n

            There are three nested dimensions or contexts where agility shows up from the way we think, feel, and behave. How we create solutions? How we work with other teams in creating the solutions? How we change personally?<\/p>\n\n\n\n

            \"\"<\/figure>\n\n\n\n

            When working on solutions<\/strong>, agile minds are wired to continuously deliver the highest value to customers!<\/p>\n\n\n\n

            When working with other teams<\/strong>, agile minds are wired to think win-win, foster collaboration, and focus on shared goals!<\/p>\n\n\n\n

            When working with self<\/strong>, agile minds are wired to look into their inner mirror, have the will to act and feel safe to experiment and learn! \u2018Being agile\u2019 delivers results and sustainable advantage. It does good for individuals, organizations, and customers. It requires re-wiring of the brain to create new neural pathways! It is possible.<\/p>\n\n\n\n

            \u2018Being agile\u2019 delivers results and sustainable advantage. It does good for individuals, organizations, and customers. It requires re-wiring of the brain to create new neural pathways! It is possible.<\/p>\n","post_title":"Re-wiring for Agility","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"re-wiring-for-agility","to_ping":"","pinged":"","post_modified":"2024-11-27 10:45:57","post_modified_gmt":"2024-11-27 05:15:57","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=997750","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":991291,"post_author":"8","post_date":"2019-11-05 12:20:00","post_date_gmt":"2019-11-05 12:20:00","post_content":"\n

            Ryan is frustrated. It happens again and again, same old problem. He approaches the team and says \u201c I didn\u2019t get any data from the system again !\u201d. Have you got any ideas to fix it?<\/p>\n\n\n\n

            The reactions from the team members are the following:<\/p>\n\n\n\n

            Fred : Well, that\u2019s bad.<\/p>\n\n\n\n

            Frank[thinks]: I\u2019m glad, I didn\u2019t choose the task today.<\/p>\n\n\n\n

            Ron : It was fine when I tried it yesterday.<\/p>\n\n\n\n

            John : It helped me to restart my PC last night.<\/p>\n\n\n\n

            What\u2019s the most optimal way to proceed?<\/strong><\/p>\n","post_title":"CHOW #171 \u2013 No data from the system again!","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-171-no-data-from-the-system-again-2","to_ping":"","pinged":"","post_modified":"2024-01-24 12:30:56","post_modified_gmt":"2024-01-24 12:30:56","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=991291","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"}; \n

            <\/p>\n\n\n\n

            <\/p>\n","post_title":"When to call AI and when not to? A simple guide for mid level Managers","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"when-to-call-ai-and-when-not-to-a-simple-guide-for-mid-level-managers","to_ping":"","pinged":"","post_modified":"2025-07-12 12:46:36","post_modified_gmt":"2025-07-12 07:16:36","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=1000204","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":997750,"post_author":"7","post_date":"2024-05-03 05:42:49","post_date_gmt":"2024-05-03 05:42:49","post_content":"\n

            Introduction<\/strong><\/p>\n\n\n\n

            \u201cInsanity is doing the same thing over and over again and expecting different results\u201d \u2013 an often-quoted one-liner from Albert Einstein. It always made sense to me logically, yet I found myself caught in this insanity loop. When I reflected on my behaviour, I found a few reasons why I do things the same way. One obvious answer was habits, but closer examination revealed a few other reasons.<\/p>\n\n\n\n

              \n
            1. I was unaware of significance of the connection between my actions and results.<\/li>\n\n\n\n
            2. I believe the situation is different and hence, expect a different result with the same action.<\/li>\n\n\n\n
            3. I am not able to think of an alternate way and I kind of hope to get a different result.<\/li>\n\n\n\n
            4. I know another way (or someone suggests it) but I have self-doubt about doing it well or fearful of getting wrong results.<\/li>\n<\/ol>\n\n\n\n

              All the above reasons can be distilled down into two broad aspects of change: 1. Awareness 2. Action. One of the organizations that I consult with had an event with \u2018cloud and agile mindset\u2019 as the theme and I heard a leader say this: \u201cWe can apply many of the learnings beyond product and process; it\u2019s really about how we adapt, improve and transform ourselves\u201d. It further strengthened my conviction that a big part of agility is about transforming ourselves in the way we think and behave.<\/p>\n\n\n\n

              Beyond the visible<\/strong><\/p>\n\n\n\n

              \"\"<\/figure>\n\n\n\n

              Imagine that you are standing on the deck of a ship and watching an iceberg floating in the sea. You are puzzled by the movement of the iceberg in the direction opposite to the direction of the wind. Captain of the ship demystifies the phenomenon for you: \u201cYou see, most of the iceberg is below the water and it is the direction of the current that dictates the movement of the iceberg\u201d. As the leader pointed out in his talk, visible product and process related changes are necessary but it is about how we transform ourselves in the way we think and behave \u2013 the dynamics below the surface and not so visible.<\/p>\n\n\n\n

              \"\"<\/figure>\n\n\n\n

              Agility is brought about by \u2018Doing\u2019 agile and \u2018Being\u2019 agile as you see in the picture. Agile ceremonies, artefacts, tools, metrics, and structure are necessary for agility. However, your organization will move in the right direction only when you get the subtler aspects below the iceberg right. Many of those aspects are about transformation in the way people think and behave. An organization is a collective entity, and it would appear to an individual that the collective must change first. In this post, I would like us to focus on how the individual can change. It helps the individual to take ownership for self and participate in the collective\u2019s transformation.<\/p>\n\n\n\n

              Individual change and the brain<\/strong><\/p>\n\n\n\n

              \"\"<\/figure>\n\n\n\n

              In other words, agility begins in the mind, in each one of our minds. Does the way our brain functions have anything to do with our behaviour? Think of our brain as a dynamic connected grid. There are billions of pathways lighting up every time we think, feel, or do something. Some of these pathways are well travelled and established ways of being, feeling and doing! Good news is that brain can make new connections \u2013 new experiences, being in a new environment, learning new skills and new activity create new pathways and re-wire your brain!<\/p>\n\n\n\n

              With proactive and well-directed effort, you can accelerate rewiring!<\/p>\n\n\n\n

              Three dimensions to re-wiring for agility<\/strong><\/p>\n\n\n\n

              Based on my consulting experience, I discovered three nested dimensions or contexts when a participant in the transformation can change<\/a>.<\/p>\n\n\n\n

              \"\"<\/figure>\n\n\n\n

              Solutions: Teams: Self<\/p>\n\n\n\n

              1. What are you focused on while creating solutions?
              2. While creating solutions, how do you think and collaborate with other teams?
              3. At the root of all change is your willingness to change self and act accordingly.<\/p>\n\n\n\n

              <\/p>\n\n\n\n

              \u201cSolutions\u201d dimension<\/strong><\/p>\n\n\n\n

              Agility is essentially about delivering the highest value to customers. This must be paramount in the minds of the developers. For a few good reasons, many developers in large organizations find it difficult to relate to the actual users of the software product. When I started my software career, we worked alongside the users of my solution in another floor or an adjacent building. Today the \u2018distance\u2019 between the developer and the user has increased multi-fold. Picture below is typical in large software product development organizations:<\/p>\n\n\n\n

              \"\"<\/figure>\n\n\n\n

              Metaphorically \u201cDistance\u201d between Developer & User has increased as we scale! User narratives get abstracted and feedback loops are less effective! Organizations need to find ways to reduce this \u2018distance.\u2019 In my experience, collaborative practices alone are not enough but need to be supported by willingness to invest time and energy from all members.<\/p>\n\n\n\n

              Wiring: Right Solutions<\/strong><\/p>\n\n\n\n

              \"\"<\/figure>\n\n\n\n

              As a developer, I have often focused on my domain of interest or been motivated by a new technology or been simply interested in work that challenges me intellectually! Not that I was wrong, but all the time, my paramount focus needs to be about delivering highest value to the customers! It may require me to get out of my comfort zone in terms technology, domain, or degree of difficulty.<\/p>\n\n\n\n

              When working on solutions, agile minds are wired to continuously deliver the highest value to customers!<\/p>\n\n\n\n

              \u201cTeams\u201d dimension<\/strong><\/p>\n\n\n\n

              We live in  world where solutions require multiple teams to work together to be of value. How should teams think and behave when collaborating with other teams?<\/p>\n\n\n\n

              \"\"<\/figure>\n\n\n\n

              Wiring: Collaborating Teams<\/em><\/p>\n\n\n\n

              Let me start with the most damaging mindset. When senior team members or managers have ego clashes with their counterparts in other teams, neither team wins! Customer gets sub-optimal value and organization loses momentum.<\/p>\n\n\n\n

              Another non-agile pattern is teams without goals or in many cases, teams are indifferent to the goals. Mindset is \u2018This is how it is here. Everything takes its own sweet time. Let me go along with it.\u2019. Another flavour to this pattern: the bar is set so low that such goals may as well not exist. Such teams deliver sub-optimal performance and there is lack of motivation to improve.<\/p>\n\n\n\n

              To be fair, many practicing agile teams do focus on their goals \u2013 sprint goals, quarterly goals, release goals are clearly articulated and understood. Yet their performance is hindered by dependencies with other teams which seem to be operating in their own worlds!<\/p>\n\n\n\n

              High performing agile teams are able to align continuously with shared goals which are typically one level above team\u2019s goals. This behaviour requires teams to be aware of streams of work that would create value to the customer and adapt their planning and execution continuously.<\/p>\n\n\n\n

              When working with other teams, agile minds are wired to think win-win, foster collaboration, and focus on shared goals!<\/p>\n\n\n\n

              \u201cSelf\u201d dimension<\/strong><\/p>\n\n\n\n

              Eventually it comes to personal change! Toughest battleground. It starts with awareness of the need for change. It is not easy to believe when someone else points to the need for change. It is relatively easier to believe when the awareness comes within. It is tricky because I am the observer, and I am the observed. In other words, the quality of your inner mirror is vital to see a clear and complete picture of yourself and the need for change. Imagine a bathroom mirror with a hole \u2013 you may live your entire life without realizing that you have a nose!<\/p>\n\n\n\n

              Awareness is not enough though. It happens to me all the time \u2013 I know I need to change something, yet I do not change. Let us take a simple example: I heard that if one avoids screen time for one hour before going to bed, sleep quality is better. I still cannot help watching something in my mobile while in bed. Moral of the story: \u201cKnowing what to change is hard enough but acting on the knowledge is harder!\u201d.<\/p>\n\n\n\n

              \"\"<\/figure>\n\n\n\n

              Wiring: Changing Self<\/strong><\/p>\n\n\n\n

              Step one is awareness. If you are not aware, you are blissfully ignorant. One trap is your past success \u2013 there are set mental pathways that worked well for you in the past but gets in the way now. Once you are aware, the will to act is often dictated by your \u2018why\u2019. If I stop looking at my mobile before going to sleep, motivation will come from my desire for better quality sleep and an alert mind the next day! We are emotional creatures; Overcoming mental resistance \/ inertia -> requires emotional propulsion \u2013 overcoming fear, insecurity and how you feel about failure. Agile leaders can play a decisive role in cultivating the right kind of environment where it is ok to fail.<\/p>\n\n\n\n

              When working with self, agile minds are wired to look into their inner mirror, have the will to act and feel safe to experiment and learn!<\/p>\n\n\n\n

              Summary<\/strong><\/p>\n\n\n\n

              There are three nested dimensions or contexts where agility shows up from the way we think, feel, and behave. How we create solutions? How we work with other teams in creating the solutions? How we change personally?<\/p>\n\n\n\n

              \"\"<\/figure>\n\n\n\n

              When working on solutions<\/strong>, agile minds are wired to continuously deliver the highest value to customers!<\/p>\n\n\n\n

              When working with other teams<\/strong>, agile minds are wired to think win-win, foster collaboration, and focus on shared goals!<\/p>\n\n\n\n

              When working with self<\/strong>, agile minds are wired to look into their inner mirror, have the will to act and feel safe to experiment and learn! \u2018Being agile\u2019 delivers results and sustainable advantage. It does good for individuals, organizations, and customers. It requires re-wiring of the brain to create new neural pathways! It is possible.<\/p>\n\n\n\n

              \u2018Being agile\u2019 delivers results and sustainable advantage. It does good for individuals, organizations, and customers. It requires re-wiring of the brain to create new neural pathways! It is possible.<\/p>\n","post_title":"Re-wiring for Agility","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"re-wiring-for-agility","to_ping":"","pinged":"","post_modified":"2024-11-27 10:45:57","post_modified_gmt":"2024-11-27 05:15:57","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=997750","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":991291,"post_author":"8","post_date":"2019-11-05 12:20:00","post_date_gmt":"2019-11-05 12:20:00","post_content":"\n

              Ryan is frustrated. It happens again and again, same old problem. He approaches the team and says \u201c I didn\u2019t get any data from the system again !\u201d. Have you got any ideas to fix it?<\/p>\n\n\n\n

              The reactions from the team members are the following:<\/p>\n\n\n\n

              Fred : Well, that\u2019s bad.<\/p>\n\n\n\n

              Frank[thinks]: I\u2019m glad, I didn\u2019t choose the task today.<\/p>\n\n\n\n

              Ron : It was fine when I tried it yesterday.<\/p>\n\n\n\n

              John : It helped me to restart my PC last night.<\/p>\n\n\n\n

              What\u2019s the most optimal way to proceed?<\/strong><\/p>\n","post_title":"CHOW #171 \u2013 No data from the system again!","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-171-no-data-from-the-system-again-2","to_ping":"","pinged":"","post_modified":"2024-01-24 12:30:56","post_modified_gmt":"2024-01-24 12:30:56","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=991291","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"}; \n

                                           -------------------------------------------------------------------<\/p>\n\n\n\n

              <\/p>\n\n\n\n

              <\/p>\n","post_title":"When to call AI and when not to? A simple guide for mid level Managers","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"when-to-call-ai-and-when-not-to-a-simple-guide-for-mid-level-managers","to_ping":"","pinged":"","post_modified":"2025-07-12 12:46:36","post_modified_gmt":"2025-07-12 07:16:36","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=1000204","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":997750,"post_author":"7","post_date":"2024-05-03 05:42:49","post_date_gmt":"2024-05-03 05:42:49","post_content":"\n

              Introduction<\/strong><\/p>\n\n\n\n

              \u201cInsanity is doing the same thing over and over again and expecting different results\u201d \u2013 an often-quoted one-liner from Albert Einstein. It always made sense to me logically, yet I found myself caught in this insanity loop. When I reflected on my behaviour, I found a few reasons why I do things the same way. One obvious answer was habits, but closer examination revealed a few other reasons.<\/p>\n\n\n\n

                \n
              1. I was unaware of significance of the connection between my actions and results.<\/li>\n\n\n\n
              2. I believe the situation is different and hence, expect a different result with the same action.<\/li>\n\n\n\n
              3. I am not able to think of an alternate way and I kind of hope to get a different result.<\/li>\n\n\n\n
              4. I know another way (or someone suggests it) but I have self-doubt about doing it well or fearful of getting wrong results.<\/li>\n<\/ol>\n\n\n\n

                All the above reasons can be distilled down into two broad aspects of change: 1. Awareness 2. Action. One of the organizations that I consult with had an event with \u2018cloud and agile mindset\u2019 as the theme and I heard a leader say this: \u201cWe can apply many of the learnings beyond product and process; it\u2019s really about how we adapt, improve and transform ourselves\u201d. It further strengthened my conviction that a big part of agility is about transforming ourselves in the way we think and behave.<\/p>\n\n\n\n

                Beyond the visible<\/strong><\/p>\n\n\n\n

                \"\"<\/figure>\n\n\n\n

                Imagine that you are standing on the deck of a ship and watching an iceberg floating in the sea. You are puzzled by the movement of the iceberg in the direction opposite to the direction of the wind. Captain of the ship demystifies the phenomenon for you: \u201cYou see, most of the iceberg is below the water and it is the direction of the current that dictates the movement of the iceberg\u201d. As the leader pointed out in his talk, visible product and process related changes are necessary but it is about how we transform ourselves in the way we think and behave \u2013 the dynamics below the surface and not so visible.<\/p>\n\n\n\n

                \"\"<\/figure>\n\n\n\n

                Agility is brought about by \u2018Doing\u2019 agile and \u2018Being\u2019 agile as you see in the picture. Agile ceremonies, artefacts, tools, metrics, and structure are necessary for agility. However, your organization will move in the right direction only when you get the subtler aspects below the iceberg right. Many of those aspects are about transformation in the way people think and behave. An organization is a collective entity, and it would appear to an individual that the collective must change first. In this post, I would like us to focus on how the individual can change. It helps the individual to take ownership for self and participate in the collective\u2019s transformation.<\/p>\n\n\n\n

                Individual change and the brain<\/strong><\/p>\n\n\n\n

                \"\"<\/figure>\n\n\n\n

                In other words, agility begins in the mind, in each one of our minds. Does the way our brain functions have anything to do with our behaviour? Think of our brain as a dynamic connected grid. There are billions of pathways lighting up every time we think, feel, or do something. Some of these pathways are well travelled and established ways of being, feeling and doing! Good news is that brain can make new connections \u2013 new experiences, being in a new environment, learning new skills and new activity create new pathways and re-wire your brain!<\/p>\n\n\n\n

                With proactive and well-directed effort, you can accelerate rewiring!<\/p>\n\n\n\n

                Three dimensions to re-wiring for agility<\/strong><\/p>\n\n\n\n

                Based on my consulting experience, I discovered three nested dimensions or contexts when a participant in the transformation can change<\/a>.<\/p>\n\n\n\n

                \"\"<\/figure>\n\n\n\n

                Solutions: Teams: Self<\/p>\n\n\n\n

                1. What are you focused on while creating solutions?
                2. While creating solutions, how do you think and collaborate with other teams?
                3. At the root of all change is your willingness to change self and act accordingly.<\/p>\n\n\n\n

                <\/p>\n\n\n\n

                \u201cSolutions\u201d dimension<\/strong><\/p>\n\n\n\n

                Agility is essentially about delivering the highest value to customers. This must be paramount in the minds of the developers. For a few good reasons, many developers in large organizations find it difficult to relate to the actual users of the software product. When I started my software career, we worked alongside the users of my solution in another floor or an adjacent building. Today the \u2018distance\u2019 between the developer and the user has increased multi-fold. Picture below is typical in large software product development organizations:<\/p>\n\n\n\n

                \"\"<\/figure>\n\n\n\n

                Metaphorically \u201cDistance\u201d between Developer & User has increased as we scale! User narratives get abstracted and feedback loops are less effective! Organizations need to find ways to reduce this \u2018distance.\u2019 In my experience, collaborative practices alone are not enough but need to be supported by willingness to invest time and energy from all members.<\/p>\n\n\n\n

                Wiring: Right Solutions<\/strong><\/p>\n\n\n\n

                \"\"<\/figure>\n\n\n\n

                As a developer, I have often focused on my domain of interest or been motivated by a new technology or been simply interested in work that challenges me intellectually! Not that I was wrong, but all the time, my paramount focus needs to be about delivering highest value to the customers! It may require me to get out of my comfort zone in terms technology, domain, or degree of difficulty.<\/p>\n\n\n\n

                When working on solutions, agile minds are wired to continuously deliver the highest value to customers!<\/p>\n\n\n\n

                \u201cTeams\u201d dimension<\/strong><\/p>\n\n\n\n

                We live in  world where solutions require multiple teams to work together to be of value. How should teams think and behave when collaborating with other teams?<\/p>\n\n\n\n

                \"\"<\/figure>\n\n\n\n

                Wiring: Collaborating Teams<\/em><\/p>\n\n\n\n

                Let me start with the most damaging mindset. When senior team members or managers have ego clashes with their counterparts in other teams, neither team wins! Customer gets sub-optimal value and organization loses momentum.<\/p>\n\n\n\n

                Another non-agile pattern is teams without goals or in many cases, teams are indifferent to the goals. Mindset is \u2018This is how it is here. Everything takes its own sweet time. Let me go along with it.\u2019. Another flavour to this pattern: the bar is set so low that such goals may as well not exist. Such teams deliver sub-optimal performance and there is lack of motivation to improve.<\/p>\n\n\n\n

                To be fair, many practicing agile teams do focus on their goals \u2013 sprint goals, quarterly goals, release goals are clearly articulated and understood. Yet their performance is hindered by dependencies with other teams which seem to be operating in their own worlds!<\/p>\n\n\n\n

                High performing agile teams are able to align continuously with shared goals which are typically one level above team\u2019s goals. This behaviour requires teams to be aware of streams of work that would create value to the customer and adapt their planning and execution continuously.<\/p>\n\n\n\n

                When working with other teams, agile minds are wired to think win-win, foster collaboration, and focus on shared goals!<\/p>\n\n\n\n

                \u201cSelf\u201d dimension<\/strong><\/p>\n\n\n\n

                Eventually it comes to personal change! Toughest battleground. It starts with awareness of the need for change. It is not easy to believe when someone else points to the need for change. It is relatively easier to believe when the awareness comes within. It is tricky because I am the observer, and I am the observed. In other words, the quality of your inner mirror is vital to see a clear and complete picture of yourself and the need for change. Imagine a bathroom mirror with a hole \u2013 you may live your entire life without realizing that you have a nose!<\/p>\n\n\n\n

                Awareness is not enough though. It happens to me all the time \u2013 I know I need to change something, yet I do not change. Let us take a simple example: I heard that if one avoids screen time for one hour before going to bed, sleep quality is better. I still cannot help watching something in my mobile while in bed. Moral of the story: \u201cKnowing what to change is hard enough but acting on the knowledge is harder!\u201d.<\/p>\n\n\n\n

                \"\"<\/figure>\n\n\n\n

                Wiring: Changing Self<\/strong><\/p>\n\n\n\n

                Step one is awareness. If you are not aware, you are blissfully ignorant. One trap is your past success \u2013 there are set mental pathways that worked well for you in the past but gets in the way now. Once you are aware, the will to act is often dictated by your \u2018why\u2019. If I stop looking at my mobile before going to sleep, motivation will come from my desire for better quality sleep and an alert mind the next day! We are emotional creatures; Overcoming mental resistance \/ inertia -> requires emotional propulsion \u2013 overcoming fear, insecurity and how you feel about failure. Agile leaders can play a decisive role in cultivating the right kind of environment where it is ok to fail.<\/p>\n\n\n\n

                When working with self, agile minds are wired to look into their inner mirror, have the will to act and feel safe to experiment and learn!<\/p>\n\n\n\n

                Summary<\/strong><\/p>\n\n\n\n

                There are three nested dimensions or contexts where agility shows up from the way we think, feel, and behave. How we create solutions? How we work with other teams in creating the solutions? How we change personally?<\/p>\n\n\n\n

                \"\"<\/figure>\n\n\n\n

                When working on solutions<\/strong>, agile minds are wired to continuously deliver the highest value to customers!<\/p>\n\n\n\n

                When working with other teams<\/strong>, agile minds are wired to think win-win, foster collaboration, and focus on shared goals!<\/p>\n\n\n\n

                When working with self<\/strong>, agile minds are wired to look into their inner mirror, have the will to act and feel safe to experiment and learn! \u2018Being agile\u2019 delivers results and sustainable advantage. It does good for individuals, organizations, and customers. It requires re-wiring of the brain to create new neural pathways! It is possible.<\/p>\n\n\n\n

                \u2018Being agile\u2019 delivers results and sustainable advantage. It does good for individuals, organizations, and customers. It requires re-wiring of the brain to create new neural pathways! It is possible.<\/p>\n","post_title":"Re-wiring for Agility","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"re-wiring-for-agility","to_ping":"","pinged":"","post_modified":"2024-11-27 10:45:57","post_modified_gmt":"2024-11-27 05:15:57","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=997750","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":991291,"post_author":"8","post_date":"2019-11-05 12:20:00","post_date_gmt":"2019-11-05 12:20:00","post_content":"\n

                Ryan is frustrated. It happens again and again, same old problem. He approaches the team and says \u201c I didn\u2019t get any data from the system again !\u201d. Have you got any ideas to fix it?<\/p>\n\n\n\n

                The reactions from the team members are the following:<\/p>\n\n\n\n

                Fred : Well, that\u2019s bad.<\/p>\n\n\n\n

                Frank[thinks]: I\u2019m glad, I didn\u2019t choose the task today.<\/p>\n\n\n\n

                Ron : It was fine when I tried it yesterday.<\/p>\n\n\n\n

                John : It helped me to restart my PC last night.<\/p>\n\n\n\n

                What\u2019s the most optimal way to proceed?<\/strong><\/p>\n","post_title":"CHOW #171 \u2013 No data from the system again!","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-171-no-data-from-the-system-again-2","to_ping":"","pinged":"","post_modified":"2024-01-24 12:30:56","post_modified_gmt":"2024-01-24 12:30:56","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=991291","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"}; \n

                You don\u2019t need to code AI models. But you do need to lead confidently in a world where AI is part of the team.

                That means:
                - Knowing when to trust it
                - Knowing when to ignore it
                - And always, always staying human-first

                And so\u2026 Use AI to lighten the load\u2014but keep steering the ship.<\/p>\n\n\n\n

                                             -------------------------------------------------------------------<\/p>\n\n\n\n

                <\/p>\n\n\n\n

                <\/p>\n","post_title":"When to call AI and when not to? A simple guide for mid level Managers","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"when-to-call-ai-and-when-not-to-a-simple-guide-for-mid-level-managers","to_ping":"","pinged":"","post_modified":"2025-07-12 12:46:36","post_modified_gmt":"2025-07-12 07:16:36","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=1000204","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":997750,"post_author":"7","post_date":"2024-05-03 05:42:49","post_date_gmt":"2024-05-03 05:42:49","post_content":"\n

                Introduction<\/strong><\/p>\n\n\n\n

                \u201cInsanity is doing the same thing over and over again and expecting different results\u201d \u2013 an often-quoted one-liner from Albert Einstein. It always made sense to me logically, yet I found myself caught in this insanity loop. When I reflected on my behaviour, I found a few reasons why I do things the same way. One obvious answer was habits, but closer examination revealed a few other reasons.<\/p>\n\n\n\n

                  \n
                1. I was unaware of significance of the connection between my actions and results.<\/li>\n\n\n\n
                2. I believe the situation is different and hence, expect a different result with the same action.<\/li>\n\n\n\n
                3. I am not able to think of an alternate way and I kind of hope to get a different result.<\/li>\n\n\n\n
                4. I know another way (or someone suggests it) but I have self-doubt about doing it well or fearful of getting wrong results.<\/li>\n<\/ol>\n\n\n\n

                  All the above reasons can be distilled down into two broad aspects of change: 1. Awareness 2. Action. One of the organizations that I consult with had an event with \u2018cloud and agile mindset\u2019 as the theme and I heard a leader say this: \u201cWe can apply many of the learnings beyond product and process; it\u2019s really about how we adapt, improve and transform ourselves\u201d. It further strengthened my conviction that a big part of agility is about transforming ourselves in the way we think and behave.<\/p>\n\n\n\n

                  Beyond the visible<\/strong><\/p>\n\n\n\n

                  \"\"<\/figure>\n\n\n\n

                  Imagine that you are standing on the deck of a ship and watching an iceberg floating in the sea. You are puzzled by the movement of the iceberg in the direction opposite to the direction of the wind. Captain of the ship demystifies the phenomenon for you: \u201cYou see, most of the iceberg is below the water and it is the direction of the current that dictates the movement of the iceberg\u201d. As the leader pointed out in his talk, visible product and process related changes are necessary but it is about how we transform ourselves in the way we think and behave \u2013 the dynamics below the surface and not so visible.<\/p>\n\n\n\n

                  \"\"<\/figure>\n\n\n\n

                  Agility is brought about by \u2018Doing\u2019 agile and \u2018Being\u2019 agile as you see in the picture. Agile ceremonies, artefacts, tools, metrics, and structure are necessary for agility. However, your organization will move in the right direction only when you get the subtler aspects below the iceberg right. Many of those aspects are about transformation in the way people think and behave. An organization is a collective entity, and it would appear to an individual that the collective must change first. In this post, I would like us to focus on how the individual can change. It helps the individual to take ownership for self and participate in the collective\u2019s transformation.<\/p>\n\n\n\n

                  Individual change and the brain<\/strong><\/p>\n\n\n\n

                  \"\"<\/figure>\n\n\n\n

                  In other words, agility begins in the mind, in each one of our minds. Does the way our brain functions have anything to do with our behaviour? Think of our brain as a dynamic connected grid. There are billions of pathways lighting up every time we think, feel, or do something. Some of these pathways are well travelled and established ways of being, feeling and doing! Good news is that brain can make new connections \u2013 new experiences, being in a new environment, learning new skills and new activity create new pathways and re-wire your brain!<\/p>\n\n\n\n

                  With proactive and well-directed effort, you can accelerate rewiring!<\/p>\n\n\n\n

                  Three dimensions to re-wiring for agility<\/strong><\/p>\n\n\n\n

                  Based on my consulting experience, I discovered three nested dimensions or contexts when a participant in the transformation can change<\/a>.<\/p>\n\n\n\n

                  \"\"<\/figure>\n\n\n\n

                  Solutions: Teams: Self<\/p>\n\n\n\n

                  1. What are you focused on while creating solutions?
                  2. While creating solutions, how do you think and collaborate with other teams?
                  3. At the root of all change is your willingness to change self and act accordingly.<\/p>\n\n\n\n

                  <\/p>\n\n\n\n

                  \u201cSolutions\u201d dimension<\/strong><\/p>\n\n\n\n

                  Agility is essentially about delivering the highest value to customers. This must be paramount in the minds of the developers. For a few good reasons, many developers in large organizations find it difficult to relate to the actual users of the software product. When I started my software career, we worked alongside the users of my solution in another floor or an adjacent building. Today the \u2018distance\u2019 between the developer and the user has increased multi-fold. Picture below is typical in large software product development organizations:<\/p>\n\n\n\n

                  \"\"<\/figure>\n\n\n\n

                  Metaphorically \u201cDistance\u201d between Developer & User has increased as we scale! User narratives get abstracted and feedback loops are less effective! Organizations need to find ways to reduce this \u2018distance.\u2019 In my experience, collaborative practices alone are not enough but need to be supported by willingness to invest time and energy from all members.<\/p>\n\n\n\n

                  Wiring: Right Solutions<\/strong><\/p>\n\n\n\n

                  \"\"<\/figure>\n\n\n\n

                  As a developer, I have often focused on my domain of interest or been motivated by a new technology or been simply interested in work that challenges me intellectually! Not that I was wrong, but all the time, my paramount focus needs to be about delivering highest value to the customers! It may require me to get out of my comfort zone in terms technology, domain, or degree of difficulty.<\/p>\n\n\n\n

                  When working on solutions, agile minds are wired to continuously deliver the highest value to customers!<\/p>\n\n\n\n

                  \u201cTeams\u201d dimension<\/strong><\/p>\n\n\n\n

                  We live in  world where solutions require multiple teams to work together to be of value. How should teams think and behave when collaborating with other teams?<\/p>\n\n\n\n

                  \"\"<\/figure>\n\n\n\n

                  Wiring: Collaborating Teams<\/em><\/p>\n\n\n\n

                  Let me start with the most damaging mindset. When senior team members or managers have ego clashes with their counterparts in other teams, neither team wins! Customer gets sub-optimal value and organization loses momentum.<\/p>\n\n\n\n

                  Another non-agile pattern is teams without goals or in many cases, teams are indifferent to the goals. Mindset is \u2018This is how it is here. Everything takes its own sweet time. Let me go along with it.\u2019. Another flavour to this pattern: the bar is set so low that such goals may as well not exist. Such teams deliver sub-optimal performance and there is lack of motivation to improve.<\/p>\n\n\n\n

                  To be fair, many practicing agile teams do focus on their goals \u2013 sprint goals, quarterly goals, release goals are clearly articulated and understood. Yet their performance is hindered by dependencies with other teams which seem to be operating in their own worlds!<\/p>\n\n\n\n

                  High performing agile teams are able to align continuously with shared goals which are typically one level above team\u2019s goals. This behaviour requires teams to be aware of streams of work that would create value to the customer and adapt their planning and execution continuously.<\/p>\n\n\n\n

                  When working with other teams, agile minds are wired to think win-win, foster collaboration, and focus on shared goals!<\/p>\n\n\n\n

                  \u201cSelf\u201d dimension<\/strong><\/p>\n\n\n\n

                  Eventually it comes to personal change! Toughest battleground. It starts with awareness of the need for change. It is not easy to believe when someone else points to the need for change. It is relatively easier to believe when the awareness comes within. It is tricky because I am the observer, and I am the observed. In other words, the quality of your inner mirror is vital to see a clear and complete picture of yourself and the need for change. Imagine a bathroom mirror with a hole \u2013 you may live your entire life without realizing that you have a nose!<\/p>\n\n\n\n

                  Awareness is not enough though. It happens to me all the time \u2013 I know I need to change something, yet I do not change. Let us take a simple example: I heard that if one avoids screen time for one hour before going to bed, sleep quality is better. I still cannot help watching something in my mobile while in bed. Moral of the story: \u201cKnowing what to change is hard enough but acting on the knowledge is harder!\u201d.<\/p>\n\n\n\n

                  \"\"<\/figure>\n\n\n\n

                  Wiring: Changing Self<\/strong><\/p>\n\n\n\n

                  Step one is awareness. If you are not aware, you are blissfully ignorant. One trap is your past success \u2013 there are set mental pathways that worked well for you in the past but gets in the way now. Once you are aware, the will to act is often dictated by your \u2018why\u2019. If I stop looking at my mobile before going to sleep, motivation will come from my desire for better quality sleep and an alert mind the next day! We are emotional creatures; Overcoming mental resistance \/ inertia -> requires emotional propulsion \u2013 overcoming fear, insecurity and how you feel about failure. Agile leaders can play a decisive role in cultivating the right kind of environment where it is ok to fail.<\/p>\n\n\n\n

                  When working with self, agile minds are wired to look into their inner mirror, have the will to act and feel safe to experiment and learn!<\/p>\n\n\n\n

                  Summary<\/strong><\/p>\n\n\n\n

                  There are three nested dimensions or contexts where agility shows up from the way we think, feel, and behave. How we create solutions? How we work with other teams in creating the solutions? How we change personally?<\/p>\n\n\n\n

                  \"\"<\/figure>\n\n\n\n

                  When working on solutions<\/strong>, agile minds are wired to continuously deliver the highest value to customers!<\/p>\n\n\n\n

                  When working with other teams<\/strong>, agile minds are wired to think win-win, foster collaboration, and focus on shared goals!<\/p>\n\n\n\n

                  When working with self<\/strong>, agile minds are wired to look into their inner mirror, have the will to act and feel safe to experiment and learn! \u2018Being agile\u2019 delivers results and sustainable advantage. It does good for individuals, organizations, and customers. It requires re-wiring of the brain to create new neural pathways! It is possible.<\/p>\n\n\n\n

                  \u2018Being agile\u2019 delivers results and sustainable advantage. It does good for individuals, organizations, and customers. It requires re-wiring of the brain to create new neural pathways! It is possible.<\/p>\n","post_title":"Re-wiring for Agility","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"re-wiring-for-agility","to_ping":"","pinged":"","post_modified":"2024-11-27 10:45:57","post_modified_gmt":"2024-11-27 05:15:57","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=997750","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":991291,"post_author":"8","post_date":"2019-11-05 12:20:00","post_date_gmt":"2019-11-05 12:20:00","post_content":"\n

                  Ryan is frustrated. It happens again and again, same old problem. He approaches the team and says \u201c I didn\u2019t get any data from the system again !\u201d. Have you got any ideas to fix it?<\/p>\n\n\n\n

                  The reactions from the team members are the following:<\/p>\n\n\n\n

                  Fred : Well, that\u2019s bad.<\/p>\n\n\n\n

                  Frank[thinks]: I\u2019m glad, I didn\u2019t choose the task today.<\/p>\n\n\n\n

                  Ron : It was fine when I tried it yesterday.<\/p>\n\n\n\n

                  John : It helped me to restart my PC last night.<\/p>\n\n\n\n

                  What\u2019s the most optimal way to proceed?<\/strong><\/p>\n","post_title":"CHOW #171 \u2013 No data from the system again!","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-171-no-data-from-the-system-again-2","to_ping":"","pinged":"","post_modified":"2024-01-24 12:30:56","post_modified_gmt":"2024-01-24 12:30:56","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=991291","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"}; \n

                  Final Thought: You\u2019re Still the Leader\u2014AI\u2019s Just Your New Toolkit<\/h2>\n\n\n\n

                  You don\u2019t need to code AI models. But you do need to lead confidently in a world where AI is part of the team.

                  That means:
                  - Knowing when to trust it
                  - Knowing when to ignore it
                  - And always, always staying human-first

                  And so\u2026 Use AI to lighten the load\u2014but keep steering the ship.<\/p>\n\n\n\n

                                               -------------------------------------------------------------------<\/p>\n\n\n\n

                  <\/p>\n\n\n\n

                  <\/p>\n","post_title":"When to call AI and when not to? A simple guide for mid level Managers","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"when-to-call-ai-and-when-not-to-a-simple-guide-for-mid-level-managers","to_ping":"","pinged":"","post_modified":"2025-07-12 12:46:36","post_modified_gmt":"2025-07-12 07:16:36","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=1000204","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":997750,"post_author":"7","post_date":"2024-05-03 05:42:49","post_date_gmt":"2024-05-03 05:42:49","post_content":"\n

                  Introduction<\/strong><\/p>\n\n\n\n

                  \u201cInsanity is doing the same thing over and over again and expecting different results\u201d \u2013 an often-quoted one-liner from Albert Einstein. It always made sense to me logically, yet I found myself caught in this insanity loop. When I reflected on my behaviour, I found a few reasons why I do things the same way. One obvious answer was habits, but closer examination revealed a few other reasons.<\/p>\n\n\n\n

                    \n
                  1. I was unaware of significance of the connection between my actions and results.<\/li>\n\n\n\n
                  2. I believe the situation is different and hence, expect a different result with the same action.<\/li>\n\n\n\n
                  3. I am not able to think of an alternate way and I kind of hope to get a different result.<\/li>\n\n\n\n
                  4. I know another way (or someone suggests it) but I have self-doubt about doing it well or fearful of getting wrong results.<\/li>\n<\/ol>\n\n\n\n

                    All the above reasons can be distilled down into two broad aspects of change: 1. Awareness 2. Action. One of the organizations that I consult with had an event with \u2018cloud and agile mindset\u2019 as the theme and I heard a leader say this: \u201cWe can apply many of the learnings beyond product and process; it\u2019s really about how we adapt, improve and transform ourselves\u201d. It further strengthened my conviction that a big part of agility is about transforming ourselves in the way we think and behave.<\/p>\n\n\n\n

                    Beyond the visible<\/strong><\/p>\n\n\n\n

                    \"\"<\/figure>\n\n\n\n

                    Imagine that you are standing on the deck of a ship and watching an iceberg floating in the sea. You are puzzled by the movement of the iceberg in the direction opposite to the direction of the wind. Captain of the ship demystifies the phenomenon for you: \u201cYou see, most of the iceberg is below the water and it is the direction of the current that dictates the movement of the iceberg\u201d. As the leader pointed out in his talk, visible product and process related changes are necessary but it is about how we transform ourselves in the way we think and behave \u2013 the dynamics below the surface and not so visible.<\/p>\n\n\n\n

                    \"\"<\/figure>\n\n\n\n

                    Agility is brought about by \u2018Doing\u2019 agile and \u2018Being\u2019 agile as you see in the picture. Agile ceremonies, artefacts, tools, metrics, and structure are necessary for agility. However, your organization will move in the right direction only when you get the subtler aspects below the iceberg right. Many of those aspects are about transformation in the way people think and behave. An organization is a collective entity, and it would appear to an individual that the collective must change first. In this post, I would like us to focus on how the individual can change. It helps the individual to take ownership for self and participate in the collective\u2019s transformation.<\/p>\n\n\n\n

                    Individual change and the brain<\/strong><\/p>\n\n\n\n

                    \"\"<\/figure>\n\n\n\n

                    In other words, agility begins in the mind, in each one of our minds. Does the way our brain functions have anything to do with our behaviour? Think of our brain as a dynamic connected grid. There are billions of pathways lighting up every time we think, feel, or do something. Some of these pathways are well travelled and established ways of being, feeling and doing! Good news is that brain can make new connections \u2013 new experiences, being in a new environment, learning new skills and new activity create new pathways and re-wire your brain!<\/p>\n\n\n\n

                    With proactive and well-directed effort, you can accelerate rewiring!<\/p>\n\n\n\n

                    Three dimensions to re-wiring for agility<\/strong><\/p>\n\n\n\n

                    Based on my consulting experience, I discovered three nested dimensions or contexts when a participant in the transformation can change<\/a>.<\/p>\n\n\n\n

                    \"\"<\/figure>\n\n\n\n

                    Solutions: Teams: Self<\/p>\n\n\n\n

                    1. What are you focused on while creating solutions?
                    2. While creating solutions, how do you think and collaborate with other teams?
                    3. At the root of all change is your willingness to change self and act accordingly.<\/p>\n\n\n\n

                    <\/p>\n\n\n\n

                    \u201cSolutions\u201d dimension<\/strong><\/p>\n\n\n\n

                    Agility is essentially about delivering the highest value to customers. This must be paramount in the minds of the developers. For a few good reasons, many developers in large organizations find it difficult to relate to the actual users of the software product. When I started my software career, we worked alongside the users of my solution in another floor or an adjacent building. Today the \u2018distance\u2019 between the developer and the user has increased multi-fold. Picture below is typical in large software product development organizations:<\/p>\n\n\n\n

                    \"\"<\/figure>\n\n\n\n

                    Metaphorically \u201cDistance\u201d between Developer & User has increased as we scale! User narratives get abstracted and feedback loops are less effective! Organizations need to find ways to reduce this \u2018distance.\u2019 In my experience, collaborative practices alone are not enough but need to be supported by willingness to invest time and energy from all members.<\/p>\n\n\n\n

                    Wiring: Right Solutions<\/strong><\/p>\n\n\n\n

                    \"\"<\/figure>\n\n\n\n

                    As a developer, I have often focused on my domain of interest or been motivated by a new technology or been simply interested in work that challenges me intellectually! Not that I was wrong, but all the time, my paramount focus needs to be about delivering highest value to the customers! It may require me to get out of my comfort zone in terms technology, domain, or degree of difficulty.<\/p>\n\n\n\n

                    When working on solutions, agile minds are wired to continuously deliver the highest value to customers!<\/p>\n\n\n\n

                    \u201cTeams\u201d dimension<\/strong><\/p>\n\n\n\n

                    We live in  world where solutions require multiple teams to work together to be of value. How should teams think and behave when collaborating with other teams?<\/p>\n\n\n\n

                    \"\"<\/figure>\n\n\n\n

                    Wiring: Collaborating Teams<\/em><\/p>\n\n\n\n

                    Let me start with the most damaging mindset. When senior team members or managers have ego clashes with their counterparts in other teams, neither team wins! Customer gets sub-optimal value and organization loses momentum.<\/p>\n\n\n\n

                    Another non-agile pattern is teams without goals or in many cases, teams are indifferent to the goals. Mindset is \u2018This is how it is here. Everything takes its own sweet time. Let me go along with it.\u2019. Another flavour to this pattern: the bar is set so low that such goals may as well not exist. Such teams deliver sub-optimal performance and there is lack of motivation to improve.<\/p>\n\n\n\n

                    To be fair, many practicing agile teams do focus on their goals \u2013 sprint goals, quarterly goals, release goals are clearly articulated and understood. Yet their performance is hindered by dependencies with other teams which seem to be operating in their own worlds!<\/p>\n\n\n\n

                    High performing agile teams are able to align continuously with shared goals which are typically one level above team\u2019s goals. This behaviour requires teams to be aware of streams of work that would create value to the customer and adapt their planning and execution continuously.<\/p>\n\n\n\n

                    When working with other teams, agile minds are wired to think win-win, foster collaboration, and focus on shared goals!<\/p>\n\n\n\n

                    \u201cSelf\u201d dimension<\/strong><\/p>\n\n\n\n

                    Eventually it comes to personal change! Toughest battleground. It starts with awareness of the need for change. It is not easy to believe when someone else points to the need for change. It is relatively easier to believe when the awareness comes within. It is tricky because I am the observer, and I am the observed. In other words, the quality of your inner mirror is vital to see a clear and complete picture of yourself and the need for change. Imagine a bathroom mirror with a hole \u2013 you may live your entire life without realizing that you have a nose!<\/p>\n\n\n\n

                    Awareness is not enough though. It happens to me all the time \u2013 I know I need to change something, yet I do not change. Let us take a simple example: I heard that if one avoids screen time for one hour before going to bed, sleep quality is better. I still cannot help watching something in my mobile while in bed. Moral of the story: \u201cKnowing what to change is hard enough but acting on the knowledge is harder!\u201d.<\/p>\n\n\n\n

                    \"\"<\/figure>\n\n\n\n

                    Wiring: Changing Self<\/strong><\/p>\n\n\n\n

                    Step one is awareness. If you are not aware, you are blissfully ignorant. One trap is your past success \u2013 there are set mental pathways that worked well for you in the past but gets in the way now. Once you are aware, the will to act is often dictated by your \u2018why\u2019. If I stop looking at my mobile before going to sleep, motivation will come from my desire for better quality sleep and an alert mind the next day! We are emotional creatures; Overcoming mental resistance \/ inertia -> requires emotional propulsion \u2013 overcoming fear, insecurity and how you feel about failure. Agile leaders can play a decisive role in cultivating the right kind of environment where it is ok to fail.<\/p>\n\n\n\n

                    When working with self, agile minds are wired to look into their inner mirror, have the will to act and feel safe to experiment and learn!<\/p>\n\n\n\n

                    Summary<\/strong><\/p>\n\n\n\n

                    There are three nested dimensions or contexts where agility shows up from the way we think, feel, and behave. How we create solutions? How we work with other teams in creating the solutions? How we change personally?<\/p>\n\n\n\n

                    \"\"<\/figure>\n\n\n\n

                    When working on solutions<\/strong>, agile minds are wired to continuously deliver the highest value to customers!<\/p>\n\n\n\n

                    When working with other teams<\/strong>, agile minds are wired to think win-win, foster collaboration, and focus on shared goals!<\/p>\n\n\n\n

                    When working with self<\/strong>, agile minds are wired to look into their inner mirror, have the will to act and feel safe to experiment and learn! \u2018Being agile\u2019 delivers results and sustainable advantage. It does good for individuals, organizations, and customers. It requires re-wiring of the brain to create new neural pathways! It is possible.<\/p>\n\n\n\n

                    \u2018Being agile\u2019 delivers results and sustainable advantage. It does good for individuals, organizations, and customers. It requires re-wiring of the brain to create new neural pathways! It is possible.<\/p>\n","post_title":"Re-wiring for Agility","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"re-wiring-for-agility","to_ping":"","pinged":"","post_modified":"2024-11-27 10:45:57","post_modified_gmt":"2024-11-27 05:15:57","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=997750","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":991291,"post_author":"8","post_date":"2019-11-05 12:20:00","post_date_gmt":"2019-11-05 12:20:00","post_content":"\n

                    Ryan is frustrated. It happens again and again, same old problem. He approaches the team and says \u201c I didn\u2019t get any data from the system again !\u201d. Have you got any ideas to fix it?<\/p>\n\n\n\n

                    The reactions from the team members are the following:<\/p>\n\n\n\n

                    Fred : Well, that\u2019s bad.<\/p>\n\n\n\n

                    Frank[thinks]: I\u2019m glad, I didn\u2019t choose the task today.<\/p>\n\n\n\n

                    Ron : It was fine when I tried it yesterday.<\/p>\n\n\n\n

                    John : It helped me to restart my PC last night.<\/p>\n\n\n\n

                    What\u2019s the most optimal way to proceed?<\/strong><\/p>\n","post_title":"CHOW #171 \u2013 No data from the system again!","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-171-no-data-from-the-system-again-2","to_ping":"","pinged":"","post_modified":"2024-01-24 12:30:56","post_modified_gmt":"2024-01-24 12:30:56","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=991291","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"}; \n

                    1. People Decisions? That\u2019s All You.
                    AI\u2019s like your nosy neighbor\u2014it might see everything, but it doesn\u2019t understand nuance.

                    2. Emotional Moments & Team Morale
                    Think of AI as a weather app\u2014it tells you it\u2019s raining, but it doesn\u2019t hand you an umbrella.

                    3. New, Uncharted Situations? Pack Your Own Map
                    Trying something brand new is like exploring a jungle with no trail. AI only knows what\u2019s already been mapped.

                    4. Innovation Still Needs Human Sparks
                    AI can shuffle the playlist\u2014but it can\u2019t write the song you want to pen.

                    5. Bad Data = Bad Decisions
                    Feeding AI biased or incomplete data is like asking for directions from someone with a blurry map.<\/p>\n\n\n\n

                    Final Thought: You\u2019re Still the Leader\u2014AI\u2019s Just Your New Toolkit<\/h2>\n\n\n\n

                    You don\u2019t need to code AI models. But you do need to lead confidently in a world where AI is part of the team.

                    That means:
                    - Knowing when to trust it
                    - Knowing when to ignore it
                    - And always, always staying human-first

                    And so\u2026 Use AI to lighten the load\u2014but keep steering the ship.<\/p>\n\n\n\n

                                                 -------------------------------------------------------------------<\/p>\n\n\n\n

                    <\/p>\n\n\n\n

                    <\/p>\n","post_title":"When to call AI and when not to? A simple guide for mid level Managers","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"when-to-call-ai-and-when-not-to-a-simple-guide-for-mid-level-managers","to_ping":"","pinged":"","post_modified":"2025-07-12 12:46:36","post_modified_gmt":"2025-07-12 07:16:36","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=1000204","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":997750,"post_author":"7","post_date":"2024-05-03 05:42:49","post_date_gmt":"2024-05-03 05:42:49","post_content":"\n

                    Introduction<\/strong><\/p>\n\n\n\n

                    \u201cInsanity is doing the same thing over and over again and expecting different results\u201d \u2013 an often-quoted one-liner from Albert Einstein. It always made sense to me logically, yet I found myself caught in this insanity loop. When I reflected on my behaviour, I found a few reasons why I do things the same way. One obvious answer was habits, but closer examination revealed a few other reasons.<\/p>\n\n\n\n

                      \n
                    1. I was unaware of significance of the connection between my actions and results.<\/li>\n\n\n\n
                    2. I believe the situation is different and hence, expect a different result with the same action.<\/li>\n\n\n\n
                    3. I am not able to think of an alternate way and I kind of hope to get a different result.<\/li>\n\n\n\n
                    4. I know another way (or someone suggests it) but I have self-doubt about doing it well or fearful of getting wrong results.<\/li>\n<\/ol>\n\n\n\n

                      All the above reasons can be distilled down into two broad aspects of change: 1. Awareness 2. Action. One of the organizations that I consult with had an event with \u2018cloud and agile mindset\u2019 as the theme and I heard a leader say this: \u201cWe can apply many of the learnings beyond product and process; it\u2019s really about how we adapt, improve and transform ourselves\u201d. It further strengthened my conviction that a big part of agility is about transforming ourselves in the way we think and behave.<\/p>\n\n\n\n

                      Beyond the visible<\/strong><\/p>\n\n\n\n

                      \"\"<\/figure>\n\n\n\n

                      Imagine that you are standing on the deck of a ship and watching an iceberg floating in the sea. You are puzzled by the movement of the iceberg in the direction opposite to the direction of the wind. Captain of the ship demystifies the phenomenon for you: \u201cYou see, most of the iceberg is below the water and it is the direction of the current that dictates the movement of the iceberg\u201d. As the leader pointed out in his talk, visible product and process related changes are necessary but it is about how we transform ourselves in the way we think and behave \u2013 the dynamics below the surface and not so visible.<\/p>\n\n\n\n

                      \"\"<\/figure>\n\n\n\n

                      Agility is brought about by \u2018Doing\u2019 agile and \u2018Being\u2019 agile as you see in the picture. Agile ceremonies, artefacts, tools, metrics, and structure are necessary for agility. However, your organization will move in the right direction only when you get the subtler aspects below the iceberg right. Many of those aspects are about transformation in the way people think and behave. An organization is a collective entity, and it would appear to an individual that the collective must change first. In this post, I would like us to focus on how the individual can change. It helps the individual to take ownership for self and participate in the collective\u2019s transformation.<\/p>\n\n\n\n

                      Individual change and the brain<\/strong><\/p>\n\n\n\n

                      \"\"<\/figure>\n\n\n\n

                      In other words, agility begins in the mind, in each one of our minds. Does the way our brain functions have anything to do with our behaviour? Think of our brain as a dynamic connected grid. There are billions of pathways lighting up every time we think, feel, or do something. Some of these pathways are well travelled and established ways of being, feeling and doing! Good news is that brain can make new connections \u2013 new experiences, being in a new environment, learning new skills and new activity create new pathways and re-wire your brain!<\/p>\n\n\n\n

                      With proactive and well-directed effort, you can accelerate rewiring!<\/p>\n\n\n\n

                      Three dimensions to re-wiring for agility<\/strong><\/p>\n\n\n\n

                      Based on my consulting experience, I discovered three nested dimensions or contexts when a participant in the transformation can change<\/a>.<\/p>\n\n\n\n

                      \"\"<\/figure>\n\n\n\n

                      Solutions: Teams: Self<\/p>\n\n\n\n

                      1. What are you focused on while creating solutions?
                      2. While creating solutions, how do you think and collaborate with other teams?
                      3. At the root of all change is your willingness to change self and act accordingly.<\/p>\n\n\n\n

                      <\/p>\n\n\n\n

                      \u201cSolutions\u201d dimension<\/strong><\/p>\n\n\n\n

                      Agility is essentially about delivering the highest value to customers. This must be paramount in the minds of the developers. For a few good reasons, many developers in large organizations find it difficult to relate to the actual users of the software product. When I started my software career, we worked alongside the users of my solution in another floor or an adjacent building. Today the \u2018distance\u2019 between the developer and the user has increased multi-fold. Picture below is typical in large software product development organizations:<\/p>\n\n\n\n

                      \"\"<\/figure>\n\n\n\n

                      Metaphorically \u201cDistance\u201d between Developer & User has increased as we scale! User narratives get abstracted and feedback loops are less effective! Organizations need to find ways to reduce this \u2018distance.\u2019 In my experience, collaborative practices alone are not enough but need to be supported by willingness to invest time and energy from all members.<\/p>\n\n\n\n

                      Wiring: Right Solutions<\/strong><\/p>\n\n\n\n

                      \"\"<\/figure>\n\n\n\n

                      As a developer, I have often focused on my domain of interest or been motivated by a new technology or been simply interested in work that challenges me intellectually! Not that I was wrong, but all the time, my paramount focus needs to be about delivering highest value to the customers! It may require me to get out of my comfort zone in terms technology, domain, or degree of difficulty.<\/p>\n\n\n\n

                      When working on solutions, agile minds are wired to continuously deliver the highest value to customers!<\/p>\n\n\n\n

                      \u201cTeams\u201d dimension<\/strong><\/p>\n\n\n\n

                      We live in  world where solutions require multiple teams to work together to be of value. How should teams think and behave when collaborating with other teams?<\/p>\n\n\n\n

                      \"\"<\/figure>\n\n\n\n

                      Wiring: Collaborating Teams<\/em><\/p>\n\n\n\n

                      Let me start with the most damaging mindset. When senior team members or managers have ego clashes with their counterparts in other teams, neither team wins! Customer gets sub-optimal value and organization loses momentum.<\/p>\n\n\n\n

                      Another non-agile pattern is teams without goals or in many cases, teams are indifferent to the goals. Mindset is \u2018This is how it is here. Everything takes its own sweet time. Let me go along with it.\u2019. Another flavour to this pattern: the bar is set so low that such goals may as well not exist. Such teams deliver sub-optimal performance and there is lack of motivation to improve.<\/p>\n\n\n\n

                      To be fair, many practicing agile teams do focus on their goals \u2013 sprint goals, quarterly goals, release goals are clearly articulated and understood. Yet their performance is hindered by dependencies with other teams which seem to be operating in their own worlds!<\/p>\n\n\n\n

                      High performing agile teams are able to align continuously with shared goals which are typically one level above team\u2019s goals. This behaviour requires teams to be aware of streams of work that would create value to the customer and adapt their planning and execution continuously.<\/p>\n\n\n\n

                      When working with other teams, agile minds are wired to think win-win, foster collaboration, and focus on shared goals!<\/p>\n\n\n\n

                      \u201cSelf\u201d dimension<\/strong><\/p>\n\n\n\n

                      Eventually it comes to personal change! Toughest battleground. It starts with awareness of the need for change. It is not easy to believe when someone else points to the need for change. It is relatively easier to believe when the awareness comes within. It is tricky because I am the observer, and I am the observed. In other words, the quality of your inner mirror is vital to see a clear and complete picture of yourself and the need for change. Imagine a bathroom mirror with a hole \u2013 you may live your entire life without realizing that you have a nose!<\/p>\n\n\n\n

                      Awareness is not enough though. It happens to me all the time \u2013 I know I need to change something, yet I do not change. Let us take a simple example: I heard that if one avoids screen time for one hour before going to bed, sleep quality is better. I still cannot help watching something in my mobile while in bed. Moral of the story: \u201cKnowing what to change is hard enough but acting on the knowledge is harder!\u201d.<\/p>\n\n\n\n

                      \"\"<\/figure>\n\n\n\n

                      Wiring: Changing Self<\/strong><\/p>\n\n\n\n

                      Step one is awareness. If you are not aware, you are blissfully ignorant. One trap is your past success \u2013 there are set mental pathways that worked well for you in the past but gets in the way now. Once you are aware, the will to act is often dictated by your \u2018why\u2019. If I stop looking at my mobile before going to sleep, motivation will come from my desire for better quality sleep and an alert mind the next day! We are emotional creatures; Overcoming mental resistance \/ inertia -> requires emotional propulsion \u2013 overcoming fear, insecurity and how you feel about failure. Agile leaders can play a decisive role in cultivating the right kind of environment where it is ok to fail.<\/p>\n\n\n\n

                      When working with self, agile minds are wired to look into their inner mirror, have the will to act and feel safe to experiment and learn!<\/p>\n\n\n\n

                      Summary<\/strong><\/p>\n\n\n\n

                      There are three nested dimensions or contexts where agility shows up from the way we think, feel, and behave. How we create solutions? How we work with other teams in creating the solutions? How we change personally?<\/p>\n\n\n\n

                      \"\"<\/figure>\n\n\n\n

                      When working on solutions<\/strong>, agile minds are wired to continuously deliver the highest value to customers!<\/p>\n\n\n\n

                      When working with other teams<\/strong>, agile minds are wired to think win-win, foster collaboration, and focus on shared goals!<\/p>\n\n\n\n

                      When working with self<\/strong>, agile minds are wired to look into their inner mirror, have the will to act and feel safe to experiment and learn! \u2018Being agile\u2019 delivers results and sustainable advantage. It does good for individuals, organizations, and customers. It requires re-wiring of the brain to create new neural pathways! It is possible.<\/p>\n\n\n\n

                      \u2018Being agile\u2019 delivers results and sustainable advantage. It does good for individuals, organizations, and customers. It requires re-wiring of the brain to create new neural pathways! It is possible.<\/p>\n","post_title":"Re-wiring for Agility","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"re-wiring-for-agility","to_ping":"","pinged":"","post_modified":"2024-11-27 10:45:57","post_modified_gmt":"2024-11-27 05:15:57","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=997750","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":991291,"post_author":"8","post_date":"2019-11-05 12:20:00","post_date_gmt":"2019-11-05 12:20:00","post_content":"\n

                      Ryan is frustrated. It happens again and again, same old problem. He approaches the team and says \u201c I didn\u2019t get any data from the system again !\u201d. Have you got any ideas to fix it?<\/p>\n\n\n\n

                      The reactions from the team members are the following:<\/p>\n\n\n\n

                      Fred : Well, that\u2019s bad.<\/p>\n\n\n\n

                      Frank[thinks]: I\u2019m glad, I didn\u2019t choose the task today.<\/p>\n\n\n\n

                      Ron : It was fine when I tried it yesterday.<\/p>\n\n\n\n

                      John : It helped me to restart my PC last night.<\/p>\n\n\n\n

                      What\u2019s the most optimal way to proceed?<\/strong><\/p>\n","post_title":"CHOW #171 \u2013 No data from the system again!","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-171-no-data-from-the-system-again-2","to_ping":"","pinged":"","post_modified":"2024-01-24 12:30:56","post_modified_gmt":"2024-01-24 12:30:56","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=991291","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"}; \n

                       Where AI Should Take the Passenger Seat<\/h2>\n\n\n\n

                      1. People Decisions? That\u2019s All You.
                      AI\u2019s like your nosy neighbor\u2014it might see everything, but it doesn\u2019t understand nuance.

                      2. Emotional Moments & Team Morale
                      Think of AI as a weather app\u2014it tells you it\u2019s raining, but it doesn\u2019t hand you an umbrella.

                      3. New, Uncharted Situations? Pack Your Own Map
                      Trying something brand new is like exploring a jungle with no trail. AI only knows what\u2019s already been mapped.

                      4. Innovation Still Needs Human Sparks
                      AI can shuffle the playlist\u2014but it can\u2019t write the song you want to pen.

                      5. Bad Data = Bad Decisions
                      Feeding AI biased or incomplete data is like asking for directions from someone with a blurry map.<\/p>\n\n\n\n

                      Final Thought: You\u2019re Still the Leader\u2014AI\u2019s Just Your New Toolkit<\/h2>\n\n\n\n

                      You don\u2019t need to code AI models. But you do need to lead confidently in a world where AI is part of the team.

                      That means:
                      - Knowing when to trust it
                      - Knowing when to ignore it
                      - And always, always staying human-first

                      And so\u2026 Use AI to lighten the load\u2014but keep steering the ship.<\/p>\n\n\n\n

                                                   -------------------------------------------------------------------<\/p>\n\n\n\n

                      <\/p>\n\n\n\n

                      <\/p>\n","post_title":"When to call AI and when not to? A simple guide for mid level Managers","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"when-to-call-ai-and-when-not-to-a-simple-guide-for-mid-level-managers","to_ping":"","pinged":"","post_modified":"2025-07-12 12:46:36","post_modified_gmt":"2025-07-12 07:16:36","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=1000204","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":997750,"post_author":"7","post_date":"2024-05-03 05:42:49","post_date_gmt":"2024-05-03 05:42:49","post_content":"\n

                      Introduction<\/strong><\/p>\n\n\n\n

                      \u201cInsanity is doing the same thing over and over again and expecting different results\u201d \u2013 an often-quoted one-liner from Albert Einstein. It always made sense to me logically, yet I found myself caught in this insanity loop. When I reflected on my behaviour, I found a few reasons why I do things the same way. One obvious answer was habits, but closer examination revealed a few other reasons.<\/p>\n\n\n\n

                        \n
                      1. I was unaware of significance of the connection between my actions and results.<\/li>\n\n\n\n
                      2. I believe the situation is different and hence, expect a different result with the same action.<\/li>\n\n\n\n
                      3. I am not able to think of an alternate way and I kind of hope to get a different result.<\/li>\n\n\n\n
                      4. I know another way (or someone suggests it) but I have self-doubt about doing it well or fearful of getting wrong results.<\/li>\n<\/ol>\n\n\n\n

                        All the above reasons can be distilled down into two broad aspects of change: 1. Awareness 2. Action. One of the organizations that I consult with had an event with \u2018cloud and agile mindset\u2019 as the theme and I heard a leader say this: \u201cWe can apply many of the learnings beyond product and process; it\u2019s really about how we adapt, improve and transform ourselves\u201d. It further strengthened my conviction that a big part of agility is about transforming ourselves in the way we think and behave.<\/p>\n\n\n\n

                        Beyond the visible<\/strong><\/p>\n\n\n\n

                        \"\"<\/figure>\n\n\n\n

                        Imagine that you are standing on the deck of a ship and watching an iceberg floating in the sea. You are puzzled by the movement of the iceberg in the direction opposite to the direction of the wind. Captain of the ship demystifies the phenomenon for you: \u201cYou see, most of the iceberg is below the water and it is the direction of the current that dictates the movement of the iceberg\u201d. As the leader pointed out in his talk, visible product and process related changes are necessary but it is about how we transform ourselves in the way we think and behave \u2013 the dynamics below the surface and not so visible.<\/p>\n\n\n\n

                        \"\"<\/figure>\n\n\n\n

                        Agility is brought about by \u2018Doing\u2019 agile and \u2018Being\u2019 agile as you see in the picture. Agile ceremonies, artefacts, tools, metrics, and structure are necessary for agility. However, your organization will move in the right direction only when you get the subtler aspects below the iceberg right. Many of those aspects are about transformation in the way people think and behave. An organization is a collective entity, and it would appear to an individual that the collective must change first. In this post, I would like us to focus on how the individual can change. It helps the individual to take ownership for self and participate in the collective\u2019s transformation.<\/p>\n\n\n\n

                        Individual change and the brain<\/strong><\/p>\n\n\n\n

                        \"\"<\/figure>\n\n\n\n

                        In other words, agility begins in the mind, in each one of our minds. Does the way our brain functions have anything to do with our behaviour? Think of our brain as a dynamic connected grid. There are billions of pathways lighting up every time we think, feel, or do something. Some of these pathways are well travelled and established ways of being, feeling and doing! Good news is that brain can make new connections \u2013 new experiences, being in a new environment, learning new skills and new activity create new pathways and re-wire your brain!<\/p>\n\n\n\n

                        With proactive and well-directed effort, you can accelerate rewiring!<\/p>\n\n\n\n

                        Three dimensions to re-wiring for agility<\/strong><\/p>\n\n\n\n

                        Based on my consulting experience, I discovered three nested dimensions or contexts when a participant in the transformation can change<\/a>.<\/p>\n\n\n\n

                        \"\"<\/figure>\n\n\n\n

                        Solutions: Teams: Self<\/p>\n\n\n\n

                        1. What are you focused on while creating solutions?
                        2. While creating solutions, how do you think and collaborate with other teams?
                        3. At the root of all change is your willingness to change self and act accordingly.<\/p>\n\n\n\n

                        <\/p>\n\n\n\n

                        \u201cSolutions\u201d dimension<\/strong><\/p>\n\n\n\n

                        Agility is essentially about delivering the highest value to customers. This must be paramount in the minds of the developers. For a few good reasons, many developers in large organizations find it difficult to relate to the actual users of the software product. When I started my software career, we worked alongside the users of my solution in another floor or an adjacent building. Today the \u2018distance\u2019 between the developer and the user has increased multi-fold. Picture below is typical in large software product development organizations:<\/p>\n\n\n\n

                        \"\"<\/figure>\n\n\n\n

                        Metaphorically \u201cDistance\u201d between Developer & User has increased as we scale! User narratives get abstracted and feedback loops are less effective! Organizations need to find ways to reduce this \u2018distance.\u2019 In my experience, collaborative practices alone are not enough but need to be supported by willingness to invest time and energy from all members.<\/p>\n\n\n\n

                        Wiring: Right Solutions<\/strong><\/p>\n\n\n\n

                        \"\"<\/figure>\n\n\n\n

                        As a developer, I have often focused on my domain of interest or been motivated by a new technology or been simply interested in work that challenges me intellectually! Not that I was wrong, but all the time, my paramount focus needs to be about delivering highest value to the customers! It may require me to get out of my comfort zone in terms technology, domain, or degree of difficulty.<\/p>\n\n\n\n

                        When working on solutions, agile minds are wired to continuously deliver the highest value to customers!<\/p>\n\n\n\n

                        \u201cTeams\u201d dimension<\/strong><\/p>\n\n\n\n

                        We live in  world where solutions require multiple teams to work together to be of value. How should teams think and behave when collaborating with other teams?<\/p>\n\n\n\n

                        \"\"<\/figure>\n\n\n\n

                        Wiring: Collaborating Teams<\/em><\/p>\n\n\n\n

                        Let me start with the most damaging mindset. When senior team members or managers have ego clashes with their counterparts in other teams, neither team wins! Customer gets sub-optimal value and organization loses momentum.<\/p>\n\n\n\n

                        Another non-agile pattern is teams without goals or in many cases, teams are indifferent to the goals. Mindset is \u2018This is how it is here. Everything takes its own sweet time. Let me go along with it.\u2019. Another flavour to this pattern: the bar is set so low that such goals may as well not exist. Such teams deliver sub-optimal performance and there is lack of motivation to improve.<\/p>\n\n\n\n

                        To be fair, many practicing agile teams do focus on their goals \u2013 sprint goals, quarterly goals, release goals are clearly articulated and understood. Yet their performance is hindered by dependencies with other teams which seem to be operating in their own worlds!<\/p>\n\n\n\n

                        High performing agile teams are able to align continuously with shared goals which are typically one level above team\u2019s goals. This behaviour requires teams to be aware of streams of work that would create value to the customer and adapt their planning and execution continuously.<\/p>\n\n\n\n

                        When working with other teams, agile minds are wired to think win-win, foster collaboration, and focus on shared goals!<\/p>\n\n\n\n

                        \u201cSelf\u201d dimension<\/strong><\/p>\n\n\n\n

                        Eventually it comes to personal change! Toughest battleground. It starts with awareness of the need for change. It is not easy to believe when someone else points to the need for change. It is relatively easier to believe when the awareness comes within. It is tricky because I am the observer, and I am the observed. In other words, the quality of your inner mirror is vital to see a clear and complete picture of yourself and the need for change. Imagine a bathroom mirror with a hole \u2013 you may live your entire life without realizing that you have a nose!<\/p>\n\n\n\n

                        Awareness is not enough though. It happens to me all the time \u2013 I know I need to change something, yet I do not change. Let us take a simple example: I heard that if one avoids screen time for one hour before going to bed, sleep quality is better. I still cannot help watching something in my mobile while in bed. Moral of the story: \u201cKnowing what to change is hard enough but acting on the knowledge is harder!\u201d.<\/p>\n\n\n\n

                        \"\"<\/figure>\n\n\n\n

                        Wiring: Changing Self<\/strong><\/p>\n\n\n\n

                        Step one is awareness. If you are not aware, you are blissfully ignorant. One trap is your past success \u2013 there are set mental pathways that worked well for you in the past but gets in the way now. Once you are aware, the will to act is often dictated by your \u2018why\u2019. If I stop looking at my mobile before going to sleep, motivation will come from my desire for better quality sleep and an alert mind the next day! We are emotional creatures; Overcoming mental resistance \/ inertia -> requires emotional propulsion \u2013 overcoming fear, insecurity and how you feel about failure. Agile leaders can play a decisive role in cultivating the right kind of environment where it is ok to fail.<\/p>\n\n\n\n

                        When working with self, agile minds are wired to look into their inner mirror, have the will to act and feel safe to experiment and learn!<\/p>\n\n\n\n

                        Summary<\/strong><\/p>\n\n\n\n

                        There are three nested dimensions or contexts where agility shows up from the way we think, feel, and behave. How we create solutions? How we work with other teams in creating the solutions? How we change personally?<\/p>\n\n\n\n

                        \"\"<\/figure>\n\n\n\n

                        When working on solutions<\/strong>, agile minds are wired to continuously deliver the highest value to customers!<\/p>\n\n\n\n

                        When working with other teams<\/strong>, agile minds are wired to think win-win, foster collaboration, and focus on shared goals!<\/p>\n\n\n\n

                        When working with self<\/strong>, agile minds are wired to look into their inner mirror, have the will to act and feel safe to experiment and learn! \u2018Being agile\u2019 delivers results and sustainable advantage. It does good for individuals, organizations, and customers. It requires re-wiring of the brain to create new neural pathways! It is possible.<\/p>\n\n\n\n

                        \u2018Being agile\u2019 delivers results and sustainable advantage. It does good for individuals, organizations, and customers. It requires re-wiring of the brain to create new neural pathways! It is possible.<\/p>\n","post_title":"Re-wiring for Agility","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"re-wiring-for-agility","to_ping":"","pinged":"","post_modified":"2024-11-27 10:45:57","post_modified_gmt":"2024-11-27 05:15:57","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=997750","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":991291,"post_author":"8","post_date":"2019-11-05 12:20:00","post_date_gmt":"2019-11-05 12:20:00","post_content":"\n

                        Ryan is frustrated. It happens again and again, same old problem. He approaches the team and says \u201c I didn\u2019t get any data from the system again !\u201d. Have you got any ideas to fix it?<\/p>\n\n\n\n

                        The reactions from the team members are the following:<\/p>\n\n\n\n

                        Fred : Well, that\u2019s bad.<\/p>\n\n\n\n

                        Frank[thinks]: I\u2019m glad, I didn\u2019t choose the task today.<\/p>\n\n\n\n

                        Ron : It was fine when I tried it yesterday.<\/p>\n\n\n\n

                        John : It helped me to restart my PC last night.<\/p>\n\n\n\n

                        What\u2019s the most optimal way to proceed?<\/strong><\/p>\n","post_title":"CHOW #171 \u2013 No data from the system again!","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-171-no-data-from-the-system-again-2","to_ping":"","pinged":"","post_modified":"2024-01-24 12:30:56","post_modified_gmt":"2024-01-24 12:30:56","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=991291","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"}; \n

                        1. Making Smarter, Faster Decisions\u2014When the Data\u2019s Good
                        AI is like a compass in a well-mapped forest\u2014it helps you move faster and avoid obvious traps.

                        2. Handling the Tedious Tasks\u2014Let the Robot Sweep the Floor
                        Imagine AI as your Robot broom for repetitive work\u2014automating things you don\u2019t want to think about.

                        3. Spotting What You Might Miss\u2014AI as Your magnifying glass. AI sees patterns like a thermal scanner\u2014surfacing bugs, burnout, or user trends hidden in walls of data.

                        4. Helping with Strategy\u2014But Only in Familiar Terrain
                        AI can be your chess-playing lieutenant\u2014running simulations, mapping scenarios, offering trade-offs.<\/p>\n\n\n\n

                         Where AI Should Take the Passenger Seat<\/h2>\n\n\n\n

                        1. People Decisions? That\u2019s All You.
                        AI\u2019s like your nosy neighbor\u2014it might see everything, but it doesn\u2019t understand nuance.

                        2. Emotional Moments & Team Morale
                        Think of AI as a weather app\u2014it tells you it\u2019s raining, but it doesn\u2019t hand you an umbrella.

                        3. New, Uncharted Situations? Pack Your Own Map
                        Trying something brand new is like exploring a jungle with no trail. AI only knows what\u2019s already been mapped.

                        4. Innovation Still Needs Human Sparks
                        AI can shuffle the playlist\u2014but it can\u2019t write the song you want to pen.

                        5. Bad Data = Bad Decisions
                        Feeding AI biased or incomplete data is like asking for directions from someone with a blurry map.<\/p>\n\n\n\n

                        Final Thought: You\u2019re Still the Leader\u2014AI\u2019s Just Your New Toolkit<\/h2>\n\n\n\n

                        You don\u2019t need to code AI models. But you do need to lead confidently in a world where AI is part of the team.

                        That means:
                        - Knowing when to trust it
                        - Knowing when to ignore it
                        - And always, always staying human-first

                        And so\u2026 Use AI to lighten the load\u2014but keep steering the ship.<\/p>\n\n\n\n

                                                     -------------------------------------------------------------------<\/p>\n\n\n\n

                        <\/p>\n\n\n\n

                        <\/p>\n","post_title":"When to call AI and when not to? A simple guide for mid level Managers","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"when-to-call-ai-and-when-not-to-a-simple-guide-for-mid-level-managers","to_ping":"","pinged":"","post_modified":"2025-07-12 12:46:36","post_modified_gmt":"2025-07-12 07:16:36","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=1000204","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":997750,"post_author":"7","post_date":"2024-05-03 05:42:49","post_date_gmt":"2024-05-03 05:42:49","post_content":"\n

                        Introduction<\/strong><\/p>\n\n\n\n

                        \u201cInsanity is doing the same thing over and over again and expecting different results\u201d \u2013 an often-quoted one-liner from Albert Einstein. It always made sense to me logically, yet I found myself caught in this insanity loop. When I reflected on my behaviour, I found a few reasons why I do things the same way. One obvious answer was habits, but closer examination revealed a few other reasons.<\/p>\n\n\n\n

                          \n
                        1. I was unaware of significance of the connection between my actions and results.<\/li>\n\n\n\n
                        2. I believe the situation is different and hence, expect a different result with the same action.<\/li>\n\n\n\n
                        3. I am not able to think of an alternate way and I kind of hope to get a different result.<\/li>\n\n\n\n
                        4. I know another way (or someone suggests it) but I have self-doubt about doing it well or fearful of getting wrong results.<\/li>\n<\/ol>\n\n\n\n

                          All the above reasons can be distilled down into two broad aspects of change: 1. Awareness 2. Action. One of the organizations that I consult with had an event with \u2018cloud and agile mindset\u2019 as the theme and I heard a leader say this: \u201cWe can apply many of the learnings beyond product and process; it\u2019s really about how we adapt, improve and transform ourselves\u201d. It further strengthened my conviction that a big part of agility is about transforming ourselves in the way we think and behave.<\/p>\n\n\n\n

                          Beyond the visible<\/strong><\/p>\n\n\n\n

                          \"\"<\/figure>\n\n\n\n

                          Imagine that you are standing on the deck of a ship and watching an iceberg floating in the sea. You are puzzled by the movement of the iceberg in the direction opposite to the direction of the wind. Captain of the ship demystifies the phenomenon for you: \u201cYou see, most of the iceberg is below the water and it is the direction of the current that dictates the movement of the iceberg\u201d. As the leader pointed out in his talk, visible product and process related changes are necessary but it is about how we transform ourselves in the way we think and behave \u2013 the dynamics below the surface and not so visible.<\/p>\n\n\n\n

                          \"\"<\/figure>\n\n\n\n

                          Agility is brought about by \u2018Doing\u2019 agile and \u2018Being\u2019 agile as you see in the picture. Agile ceremonies, artefacts, tools, metrics, and structure are necessary for agility. However, your organization will move in the right direction only when you get the subtler aspects below the iceberg right. Many of those aspects are about transformation in the way people think and behave. An organization is a collective entity, and it would appear to an individual that the collective must change first. In this post, I would like us to focus on how the individual can change. It helps the individual to take ownership for self and participate in the collective\u2019s transformation.<\/p>\n\n\n\n

                          Individual change and the brain<\/strong><\/p>\n\n\n\n

                          \"\"<\/figure>\n\n\n\n

                          In other words, agility begins in the mind, in each one of our minds. Does the way our brain functions have anything to do with our behaviour? Think of our brain as a dynamic connected grid. There are billions of pathways lighting up every time we think, feel, or do something. Some of these pathways are well travelled and established ways of being, feeling and doing! Good news is that brain can make new connections \u2013 new experiences, being in a new environment, learning new skills and new activity create new pathways and re-wire your brain!<\/p>\n\n\n\n

                          With proactive and well-directed effort, you can accelerate rewiring!<\/p>\n\n\n\n

                          Three dimensions to re-wiring for agility<\/strong><\/p>\n\n\n\n

                          Based on my consulting experience, I discovered three nested dimensions or contexts when a participant in the transformation can change<\/a>.<\/p>\n\n\n\n

                          \"\"<\/figure>\n\n\n\n

                          Solutions: Teams: Self<\/p>\n\n\n\n

                          1. What are you focused on while creating solutions?
                          2. While creating solutions, how do you think and collaborate with other teams?
                          3. At the root of all change is your willingness to change self and act accordingly.<\/p>\n\n\n\n

                          <\/p>\n\n\n\n

                          \u201cSolutions\u201d dimension<\/strong><\/p>\n\n\n\n

                          Agility is essentially about delivering the highest value to customers. This must be paramount in the minds of the developers. For a few good reasons, many developers in large organizations find it difficult to relate to the actual users of the software product. When I started my software career, we worked alongside the users of my solution in another floor or an adjacent building. Today the \u2018distance\u2019 between the developer and the user has increased multi-fold. Picture below is typical in large software product development organizations:<\/p>\n\n\n\n

                          \"\"<\/figure>\n\n\n\n

                          Metaphorically \u201cDistance\u201d between Developer & User has increased as we scale! User narratives get abstracted and feedback loops are less effective! Organizations need to find ways to reduce this \u2018distance.\u2019 In my experience, collaborative practices alone are not enough but need to be supported by willingness to invest time and energy from all members.<\/p>\n\n\n\n

                          Wiring: Right Solutions<\/strong><\/p>\n\n\n\n

                          \"\"<\/figure>\n\n\n\n

                          As a developer, I have often focused on my domain of interest or been motivated by a new technology or been simply interested in work that challenges me intellectually! Not that I was wrong, but all the time, my paramount focus needs to be about delivering highest value to the customers! It may require me to get out of my comfort zone in terms technology, domain, or degree of difficulty.<\/p>\n\n\n\n

                          When working on solutions, agile minds are wired to continuously deliver the highest value to customers!<\/p>\n\n\n\n

                          \u201cTeams\u201d dimension<\/strong><\/p>\n\n\n\n

                          We live in  world where solutions require multiple teams to work together to be of value. How should teams think and behave when collaborating with other teams?<\/p>\n\n\n\n

                          \"\"<\/figure>\n\n\n\n

                          Wiring: Collaborating Teams<\/em><\/p>\n\n\n\n

                          Let me start with the most damaging mindset. When senior team members or managers have ego clashes with their counterparts in other teams, neither team wins! Customer gets sub-optimal value and organization loses momentum.<\/p>\n\n\n\n

                          Another non-agile pattern is teams without goals or in many cases, teams are indifferent to the goals. Mindset is \u2018This is how it is here. Everything takes its own sweet time. Let me go along with it.\u2019. Another flavour to this pattern: the bar is set so low that such goals may as well not exist. Such teams deliver sub-optimal performance and there is lack of motivation to improve.<\/p>\n\n\n\n

                          To be fair, many practicing agile teams do focus on their goals \u2013 sprint goals, quarterly goals, release goals are clearly articulated and understood. Yet their performance is hindered by dependencies with other teams which seem to be operating in their own worlds!<\/p>\n\n\n\n

                          High performing agile teams are able to align continuously with shared goals which are typically one level above team\u2019s goals. This behaviour requires teams to be aware of streams of work that would create value to the customer and adapt their planning and execution continuously.<\/p>\n\n\n\n

                          When working with other teams, agile minds are wired to think win-win, foster collaboration, and focus on shared goals!<\/p>\n\n\n\n

                          \u201cSelf\u201d dimension<\/strong><\/p>\n\n\n\n

                          Eventually it comes to personal change! Toughest battleground. It starts with awareness of the need for change. It is not easy to believe when someone else points to the need for change. It is relatively easier to believe when the awareness comes within. It is tricky because I am the observer, and I am the observed. In other words, the quality of your inner mirror is vital to see a clear and complete picture of yourself and the need for change. Imagine a bathroom mirror with a hole \u2013 you may live your entire life without realizing that you have a nose!<\/p>\n\n\n\n

                          Awareness is not enough though. It happens to me all the time \u2013 I know I need to change something, yet I do not change. Let us take a simple example: I heard that if one avoids screen time for one hour before going to bed, sleep quality is better. I still cannot help watching something in my mobile while in bed. Moral of the story: \u201cKnowing what to change is hard enough but acting on the knowledge is harder!\u201d.<\/p>\n\n\n\n

                          \"\"<\/figure>\n\n\n\n

                          Wiring: Changing Self<\/strong><\/p>\n\n\n\n

                          Step one is awareness. If you are not aware, you are blissfully ignorant. One trap is your past success \u2013 there are set mental pathways that worked well for you in the past but gets in the way now. Once you are aware, the will to act is often dictated by your \u2018why\u2019. If I stop looking at my mobile before going to sleep, motivation will come from my desire for better quality sleep and an alert mind the next day! We are emotional creatures; Overcoming mental resistance \/ inertia -> requires emotional propulsion \u2013 overcoming fear, insecurity and how you feel about failure. Agile leaders can play a decisive role in cultivating the right kind of environment where it is ok to fail.<\/p>\n\n\n\n

                          When working with self, agile minds are wired to look into their inner mirror, have the will to act and feel safe to experiment and learn!<\/p>\n\n\n\n

                          Summary<\/strong><\/p>\n\n\n\n

                          There are three nested dimensions or contexts where agility shows up from the way we think, feel, and behave. How we create solutions? How we work with other teams in creating the solutions? How we change personally?<\/p>\n\n\n\n

                          \"\"<\/figure>\n\n\n\n

                          When working on solutions<\/strong>, agile minds are wired to continuously deliver the highest value to customers!<\/p>\n\n\n\n

                          When working with other teams<\/strong>, agile minds are wired to think win-win, foster collaboration, and focus on shared goals!<\/p>\n\n\n\n

                          When working with self<\/strong>, agile minds are wired to look into their inner mirror, have the will to act and feel safe to experiment and learn! \u2018Being agile\u2019 delivers results and sustainable advantage. It does good for individuals, organizations, and customers. It requires re-wiring of the brain to create new neural pathways! It is possible.<\/p>\n\n\n\n

                          \u2018Being agile\u2019 delivers results and sustainable advantage. It does good for individuals, organizations, and customers. It requires re-wiring of the brain to create new neural pathways! It is possible.<\/p>\n","post_title":"Re-wiring for Agility","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"re-wiring-for-agility","to_ping":"","pinged":"","post_modified":"2024-11-27 10:45:57","post_modified_gmt":"2024-11-27 05:15:57","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=997750","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":991291,"post_author":"8","post_date":"2019-11-05 12:20:00","post_date_gmt":"2019-11-05 12:20:00","post_content":"\n

                          Ryan is frustrated. It happens again and again, same old problem. He approaches the team and says \u201c I didn\u2019t get any data from the system again !\u201d. Have you got any ideas to fix it?<\/p>\n\n\n\n

                          The reactions from the team members are the following:<\/p>\n\n\n\n

                          Fred : Well, that\u2019s bad.<\/p>\n\n\n\n

                          Frank[thinks]: I\u2019m glad, I didn\u2019t choose the task today.<\/p>\n\n\n\n

                          Ron : It was fine when I tried it yesterday.<\/p>\n\n\n\n

                          John : It helped me to restart my PC last night.<\/p>\n\n\n\n

                          What\u2019s the most optimal way to proceed?<\/strong><\/p>\n","post_title":"CHOW #171 \u2013 No data from the system again!","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-171-no-data-from-the-system-again-2","to_ping":"","pinged":"","post_modified":"2024-01-24 12:30:56","post_modified_gmt":"2024-01-24 12:30:56","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=991291","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"}; \n

                           Where AI Can Really Help<\/h2>\n\n\n\n

                          1. Making Smarter, Faster Decisions\u2014When the Data\u2019s Good
                          AI is like a compass in a well-mapped forest\u2014it helps you move faster and avoid obvious traps.

                          2. Handling the Tedious Tasks\u2014Let the Robot Sweep the Floor
                          Imagine AI as your Robot broom for repetitive work\u2014automating things you don\u2019t want to think about.

                          3. Spotting What You Might Miss\u2014AI as Your magnifying glass. AI sees patterns like a thermal scanner\u2014surfacing bugs, burnout, or user trends hidden in walls of data.

                          4. Helping with Strategy\u2014But Only in Familiar Terrain
                          AI can be your chess-playing lieutenant\u2014running simulations, mapping scenarios, offering trade-offs.<\/p>\n\n\n\n

                           Where AI Should Take the Passenger Seat<\/h2>\n\n\n\n

                          1. People Decisions? That\u2019s All You.
                          AI\u2019s like your nosy neighbor\u2014it might see everything, but it doesn\u2019t understand nuance.

                          2. Emotional Moments & Team Morale
                          Think of AI as a weather app\u2014it tells you it\u2019s raining, but it doesn\u2019t hand you an umbrella.

                          3. New, Uncharted Situations? Pack Your Own Map
                          Trying something brand new is like exploring a jungle with no trail. AI only knows what\u2019s already been mapped.

                          4. Innovation Still Needs Human Sparks
                          AI can shuffle the playlist\u2014but it can\u2019t write the song you want to pen.

                          5. Bad Data = Bad Decisions
                          Feeding AI biased or incomplete data is like asking for directions from someone with a blurry map.<\/p>\n\n\n\n

                          Final Thought: You\u2019re Still the Leader\u2014AI\u2019s Just Your New Toolkit<\/h2>\n\n\n\n

                          You don\u2019t need to code AI models. But you do need to lead confidently in a world where AI is part of the team.

                          That means:
                          - Knowing when to trust it
                          - Knowing when to ignore it
                          - And always, always staying human-first

                          And so\u2026 Use AI to lighten the load\u2014but keep steering the ship.<\/p>\n\n\n\n

                                                       -------------------------------------------------------------------<\/p>\n\n\n\n

                          <\/p>\n\n\n\n

                          <\/p>\n","post_title":"When to call AI and when not to? A simple guide for mid level Managers","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"when-to-call-ai-and-when-not-to-a-simple-guide-for-mid-level-managers","to_ping":"","pinged":"","post_modified":"2025-07-12 12:46:36","post_modified_gmt":"2025-07-12 07:16:36","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=1000204","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":997750,"post_author":"7","post_date":"2024-05-03 05:42:49","post_date_gmt":"2024-05-03 05:42:49","post_content":"\n

                          Introduction<\/strong><\/p>\n\n\n\n

                          \u201cInsanity is doing the same thing over and over again and expecting different results\u201d \u2013 an often-quoted one-liner from Albert Einstein. It always made sense to me logically, yet I found myself caught in this insanity loop. When I reflected on my behaviour, I found a few reasons why I do things the same way. One obvious answer was habits, but closer examination revealed a few other reasons.<\/p>\n\n\n\n

                            \n
                          1. I was unaware of significance of the connection between my actions and results.<\/li>\n\n\n\n
                          2. I believe the situation is different and hence, expect a different result with the same action.<\/li>\n\n\n\n
                          3. I am not able to think of an alternate way and I kind of hope to get a different result.<\/li>\n\n\n\n
                          4. I know another way (or someone suggests it) but I have self-doubt about doing it well or fearful of getting wrong results.<\/li>\n<\/ol>\n\n\n\n

                            All the above reasons can be distilled down into two broad aspects of change: 1. Awareness 2. Action. One of the organizations that I consult with had an event with \u2018cloud and agile mindset\u2019 as the theme and I heard a leader say this: \u201cWe can apply many of the learnings beyond product and process; it\u2019s really about how we adapt, improve and transform ourselves\u201d. It further strengthened my conviction that a big part of agility is about transforming ourselves in the way we think and behave.<\/p>\n\n\n\n

                            Beyond the visible<\/strong><\/p>\n\n\n\n

                            \"\"<\/figure>\n\n\n\n

                            Imagine that you are standing on the deck of a ship and watching an iceberg floating in the sea. You are puzzled by the movement of the iceberg in the direction opposite to the direction of the wind. Captain of the ship demystifies the phenomenon for you: \u201cYou see, most of the iceberg is below the water and it is the direction of the current that dictates the movement of the iceberg\u201d. As the leader pointed out in his talk, visible product and process related changes are necessary but it is about how we transform ourselves in the way we think and behave \u2013 the dynamics below the surface and not so visible.<\/p>\n\n\n\n

                            \"\"<\/figure>\n\n\n\n

                            Agility is brought about by \u2018Doing\u2019 agile and \u2018Being\u2019 agile as you see in the picture. Agile ceremonies, artefacts, tools, metrics, and structure are necessary for agility. However, your organization will move in the right direction only when you get the subtler aspects below the iceberg right. Many of those aspects are about transformation in the way people think and behave. An organization is a collective entity, and it would appear to an individual that the collective must change first. In this post, I would like us to focus on how the individual can change. It helps the individual to take ownership for self and participate in the collective\u2019s transformation.<\/p>\n\n\n\n

                            Individual change and the brain<\/strong><\/p>\n\n\n\n

                            \"\"<\/figure>\n\n\n\n

                            In other words, agility begins in the mind, in each one of our minds. Does the way our brain functions have anything to do with our behaviour? Think of our brain as a dynamic connected grid. There are billions of pathways lighting up every time we think, feel, or do something. Some of these pathways are well travelled and established ways of being, feeling and doing! Good news is that brain can make new connections \u2013 new experiences, being in a new environment, learning new skills and new activity create new pathways and re-wire your brain!<\/p>\n\n\n\n

                            With proactive and well-directed effort, you can accelerate rewiring!<\/p>\n\n\n\n

                            Three dimensions to re-wiring for agility<\/strong><\/p>\n\n\n\n

                            Based on my consulting experience, I discovered three nested dimensions or contexts when a participant in the transformation can change<\/a>.<\/p>\n\n\n\n

                            \"\"<\/figure>\n\n\n\n

                            Solutions: Teams: Self<\/p>\n\n\n\n

                            1. What are you focused on while creating solutions?
                            2. While creating solutions, how do you think and collaborate with other teams?
                            3. At the root of all change is your willingness to change self and act accordingly.<\/p>\n\n\n\n

                            <\/p>\n\n\n\n

                            \u201cSolutions\u201d dimension<\/strong><\/p>\n\n\n\n

                            Agility is essentially about delivering the highest value to customers. This must be paramount in the minds of the developers. For a few good reasons, many developers in large organizations find it difficult to relate to the actual users of the software product. When I started my software career, we worked alongside the users of my solution in another floor or an adjacent building. Today the \u2018distance\u2019 between the developer and the user has increased multi-fold. Picture below is typical in large software product development organizations:<\/p>\n\n\n\n

                            \"\"<\/figure>\n\n\n\n

                            Metaphorically \u201cDistance\u201d between Developer & User has increased as we scale! User narratives get abstracted and feedback loops are less effective! Organizations need to find ways to reduce this \u2018distance.\u2019 In my experience, collaborative practices alone are not enough but need to be supported by willingness to invest time and energy from all members.<\/p>\n\n\n\n

                            Wiring: Right Solutions<\/strong><\/p>\n\n\n\n

                            \"\"<\/figure>\n\n\n\n

                            As a developer, I have often focused on my domain of interest or been motivated by a new technology or been simply interested in work that challenges me intellectually! Not that I was wrong, but all the time, my paramount focus needs to be about delivering highest value to the customers! It may require me to get out of my comfort zone in terms technology, domain, or degree of difficulty.<\/p>\n\n\n\n

                            When working on solutions, agile minds are wired to continuously deliver the highest value to customers!<\/p>\n\n\n\n

                            \u201cTeams\u201d dimension<\/strong><\/p>\n\n\n\n

                            We live in  world where solutions require multiple teams to work together to be of value. How should teams think and behave when collaborating with other teams?<\/p>\n\n\n\n

                            \"\"<\/figure>\n\n\n\n

                            Wiring: Collaborating Teams<\/em><\/p>\n\n\n\n

                            Let me start with the most damaging mindset. When senior team members or managers have ego clashes with their counterparts in other teams, neither team wins! Customer gets sub-optimal value and organization loses momentum.<\/p>\n\n\n\n

                            Another non-agile pattern is teams without goals or in many cases, teams are indifferent to the goals. Mindset is \u2018This is how it is here. Everything takes its own sweet time. Let me go along with it.\u2019. Another flavour to this pattern: the bar is set so low that such goals may as well not exist. Such teams deliver sub-optimal performance and there is lack of motivation to improve.<\/p>\n\n\n\n

                            To be fair, many practicing agile teams do focus on their goals \u2013 sprint goals, quarterly goals, release goals are clearly articulated and understood. Yet their performance is hindered by dependencies with other teams which seem to be operating in their own worlds!<\/p>\n\n\n\n

                            High performing agile teams are able to align continuously with shared goals which are typically one level above team\u2019s goals. This behaviour requires teams to be aware of streams of work that would create value to the customer and adapt their planning and execution continuously.<\/p>\n\n\n\n

                            When working with other teams, agile minds are wired to think win-win, foster collaboration, and focus on shared goals!<\/p>\n\n\n\n

                            \u201cSelf\u201d dimension<\/strong><\/p>\n\n\n\n

                            Eventually it comes to personal change! Toughest battleground. It starts with awareness of the need for change. It is not easy to believe when someone else points to the need for change. It is relatively easier to believe when the awareness comes within. It is tricky because I am the observer, and I am the observed. In other words, the quality of your inner mirror is vital to see a clear and complete picture of yourself and the need for change. Imagine a bathroom mirror with a hole \u2013 you may live your entire life without realizing that you have a nose!<\/p>\n\n\n\n

                            Awareness is not enough though. It happens to me all the time \u2013 I know I need to change something, yet I do not change. Let us take a simple example: I heard that if one avoids screen time for one hour before going to bed, sleep quality is better. I still cannot help watching something in my mobile while in bed. Moral of the story: \u201cKnowing what to change is hard enough but acting on the knowledge is harder!\u201d.<\/p>\n\n\n\n

                            \"\"<\/figure>\n\n\n\n

                            Wiring: Changing Self<\/strong><\/p>\n\n\n\n

                            Step one is awareness. If you are not aware, you are blissfully ignorant. One trap is your past success \u2013 there are set mental pathways that worked well for you in the past but gets in the way now. Once you are aware, the will to act is often dictated by your \u2018why\u2019. If I stop looking at my mobile before going to sleep, motivation will come from my desire for better quality sleep and an alert mind the next day! We are emotional creatures; Overcoming mental resistance \/ inertia -> requires emotional propulsion \u2013 overcoming fear, insecurity and how you feel about failure. Agile leaders can play a decisive role in cultivating the right kind of environment where it is ok to fail.<\/p>\n\n\n\n

                            When working with self, agile minds are wired to look into their inner mirror, have the will to act and feel safe to experiment and learn!<\/p>\n\n\n\n

                            Summary<\/strong><\/p>\n\n\n\n

                            There are three nested dimensions or contexts where agility shows up from the way we think, feel, and behave. How we create solutions? How we work with other teams in creating the solutions? How we change personally?<\/p>\n\n\n\n

                            \"\"<\/figure>\n\n\n\n

                            When working on solutions<\/strong>, agile minds are wired to continuously deliver the highest value to customers!<\/p>\n\n\n\n

                            When working with other teams<\/strong>, agile minds are wired to think win-win, foster collaboration, and focus on shared goals!<\/p>\n\n\n\n

                            When working with self<\/strong>, agile minds are wired to look into their inner mirror, have the will to act and feel safe to experiment and learn! \u2018Being agile\u2019 delivers results and sustainable advantage. It does good for individuals, organizations, and customers. It requires re-wiring of the brain to create new neural pathways! It is possible.<\/p>\n\n\n\n

                            \u2018Being agile\u2019 delivers results and sustainable advantage. It does good for individuals, organizations, and customers. It requires re-wiring of the brain to create new neural pathways! It is possible.<\/p>\n","post_title":"Re-wiring for Agility","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"re-wiring-for-agility","to_ping":"","pinged":"","post_modified":"2024-11-27 10:45:57","post_modified_gmt":"2024-11-27 05:15:57","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=997750","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":991291,"post_author":"8","post_date":"2019-11-05 12:20:00","post_date_gmt":"2019-11-05 12:20:00","post_content":"\n

                            Ryan is frustrated. It happens again and again, same old problem. He approaches the team and says \u201c I didn\u2019t get any data from the system again !\u201d. Have you got any ideas to fix it?<\/p>\n\n\n\n

                            The reactions from the team members are the following:<\/p>\n\n\n\n

                            Fred : Well, that\u2019s bad.<\/p>\n\n\n\n

                            Frank[thinks]: I\u2019m glad, I didn\u2019t choose the task today.<\/p>\n\n\n\n

                            Ron : It was fine when I tried it yesterday.<\/p>\n\n\n\n

                            John : It helped me to restart my PC last night.<\/p>\n\n\n\n

                            What\u2019s the most optimal way to proceed?<\/strong><\/p>\n","post_title":"CHOW #171 \u2013 No data from the system again!","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-171-no-data-from-the-system-again-2","to_ping":"","pinged":"","post_modified":"2024-01-24 12:30:56","post_modified_gmt":"2024-01-24 12:30:56","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=991291","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"}; \n

                            Think of AI like a power tool. Super useful\u2014but you wouldn\u2019t hand it to someone without reading the manual first. You\u2019ve got to know when to plug it in, when to trust your own hands, and when to call in a specialist.

                            So let\u2019s go over some situations where AI is your best pal\u2014and others where it really should just sit quietly in the toolbox.<\/p>\n\n\n\n

                             Where AI Can Really Help<\/h2>\n\n\n\n

                            1. Making Smarter, Faster Decisions\u2014When the Data\u2019s Good
                            AI is like a compass in a well-mapped forest\u2014it helps you move faster and avoid obvious traps.

                            2. Handling the Tedious Tasks\u2014Let the Robot Sweep the Floor
                            Imagine AI as your Robot broom for repetitive work\u2014automating things you don\u2019t want to think about.

                            3. Spotting What You Might Miss\u2014AI as Your magnifying glass. AI sees patterns like a thermal scanner\u2014surfacing bugs, burnout, or user trends hidden in walls of data.

                            4. Helping with Strategy\u2014But Only in Familiar Terrain
                            AI can be your chess-playing lieutenant\u2014running simulations, mapping scenarios, offering trade-offs.<\/p>\n\n\n\n

                             Where AI Should Take the Passenger Seat<\/h2>\n\n\n\n

                            1. People Decisions? That\u2019s All You.
                            AI\u2019s like your nosy neighbor\u2014it might see everything, but it doesn\u2019t understand nuance.

                            2. Emotional Moments & Team Morale
                            Think of AI as a weather app\u2014it tells you it\u2019s raining, but it doesn\u2019t hand you an umbrella.

                            3. New, Uncharted Situations? Pack Your Own Map
                            Trying something brand new is like exploring a jungle with no trail. AI only knows what\u2019s already been mapped.

                            4. Innovation Still Needs Human Sparks
                            AI can shuffle the playlist\u2014but it can\u2019t write the song you want to pen.

                            5. Bad Data = Bad Decisions
                            Feeding AI biased or incomplete data is like asking for directions from someone with a blurry map.<\/p>\n\n\n\n

                            Final Thought: You\u2019re Still the Leader\u2014AI\u2019s Just Your New Toolkit<\/h2>\n\n\n\n

                            You don\u2019t need to code AI models. But you do need to lead confidently in a world where AI is part of the team.

                            That means:
                            - Knowing when to trust it
                            - Knowing when to ignore it
                            - And always, always staying human-first

                            And so\u2026 Use AI to lighten the load\u2014but keep steering the ship.<\/p>\n\n\n\n

                                                         -------------------------------------------------------------------<\/p>\n\n\n\n

                            <\/p>\n\n\n\n

                            <\/p>\n","post_title":"When to call AI and when not to? A simple guide for mid level Managers","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"when-to-call-ai-and-when-not-to-a-simple-guide-for-mid-level-managers","to_ping":"","pinged":"","post_modified":"2025-07-12 12:46:36","post_modified_gmt":"2025-07-12 07:16:36","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=1000204","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":997750,"post_author":"7","post_date":"2024-05-03 05:42:49","post_date_gmt":"2024-05-03 05:42:49","post_content":"\n

                            Introduction<\/strong><\/p>\n\n\n\n

                            \u201cInsanity is doing the same thing over and over again and expecting different results\u201d \u2013 an often-quoted one-liner from Albert Einstein. It always made sense to me logically, yet I found myself caught in this insanity loop. When I reflected on my behaviour, I found a few reasons why I do things the same way. One obvious answer was habits, but closer examination revealed a few other reasons.<\/p>\n\n\n\n

                              \n
                            1. I was unaware of significance of the connection between my actions and results.<\/li>\n\n\n\n
                            2. I believe the situation is different and hence, expect a different result with the same action.<\/li>\n\n\n\n
                            3. I am not able to think of an alternate way and I kind of hope to get a different result.<\/li>\n\n\n\n
                            4. I know another way (or someone suggests it) but I have self-doubt about doing it well or fearful of getting wrong results.<\/li>\n<\/ol>\n\n\n\n

                              All the above reasons can be distilled down into two broad aspects of change: 1. Awareness 2. Action. One of the organizations that I consult with had an event with \u2018cloud and agile mindset\u2019 as the theme and I heard a leader say this: \u201cWe can apply many of the learnings beyond product and process; it\u2019s really about how we adapt, improve and transform ourselves\u201d. It further strengthened my conviction that a big part of agility is about transforming ourselves in the way we think and behave.<\/p>\n\n\n\n

                              Beyond the visible<\/strong><\/p>\n\n\n\n

                              \"\"<\/figure>\n\n\n\n

                              Imagine that you are standing on the deck of a ship and watching an iceberg floating in the sea. You are puzzled by the movement of the iceberg in the direction opposite to the direction of the wind. Captain of the ship demystifies the phenomenon for you: \u201cYou see, most of the iceberg is below the water and it is the direction of the current that dictates the movement of the iceberg\u201d. As the leader pointed out in his talk, visible product and process related changes are necessary but it is about how we transform ourselves in the way we think and behave \u2013 the dynamics below the surface and not so visible.<\/p>\n\n\n\n

                              \"\"<\/figure>\n\n\n\n

                              Agility is brought about by \u2018Doing\u2019 agile and \u2018Being\u2019 agile as you see in the picture. Agile ceremonies, artefacts, tools, metrics, and structure are necessary for agility. However, your organization will move in the right direction only when you get the subtler aspects below the iceberg right. Many of those aspects are about transformation in the way people think and behave. An organization is a collective entity, and it would appear to an individual that the collective must change first. In this post, I would like us to focus on how the individual can change. It helps the individual to take ownership for self and participate in the collective\u2019s transformation.<\/p>\n\n\n\n

                              Individual change and the brain<\/strong><\/p>\n\n\n\n

                              \"\"<\/figure>\n\n\n\n

                              In other words, agility begins in the mind, in each one of our minds. Does the way our brain functions have anything to do with our behaviour? Think of our brain as a dynamic connected grid. There are billions of pathways lighting up every time we think, feel, or do something. Some of these pathways are well travelled and established ways of being, feeling and doing! Good news is that brain can make new connections \u2013 new experiences, being in a new environment, learning new skills and new activity create new pathways and re-wire your brain!<\/p>\n\n\n\n

                              With proactive and well-directed effort, you can accelerate rewiring!<\/p>\n\n\n\n

                              Three dimensions to re-wiring for agility<\/strong><\/p>\n\n\n\n

                              Based on my consulting experience, I discovered three nested dimensions or contexts when a participant in the transformation can change<\/a>.<\/p>\n\n\n\n

                              \"\"<\/figure>\n\n\n\n

                              Solutions: Teams: Self<\/p>\n\n\n\n

                              1. What are you focused on while creating solutions?
                              2. While creating solutions, how do you think and collaborate with other teams?
                              3. At the root of all change is your willingness to change self and act accordingly.<\/p>\n\n\n\n

                              <\/p>\n\n\n\n

                              \u201cSolutions\u201d dimension<\/strong><\/p>\n\n\n\n

                              Agility is essentially about delivering the highest value to customers. This must be paramount in the minds of the developers. For a few good reasons, many developers in large organizations find it difficult to relate to the actual users of the software product. When I started my software career, we worked alongside the users of my solution in another floor or an adjacent building. Today the \u2018distance\u2019 between the developer and the user has increased multi-fold. Picture below is typical in large software product development organizations:<\/p>\n\n\n\n

                              \"\"<\/figure>\n\n\n\n

                              Metaphorically \u201cDistance\u201d between Developer & User has increased as we scale! User narratives get abstracted and feedback loops are less effective! Organizations need to find ways to reduce this \u2018distance.\u2019 In my experience, collaborative practices alone are not enough but need to be supported by willingness to invest time and energy from all members.<\/p>\n\n\n\n

                              Wiring: Right Solutions<\/strong><\/p>\n\n\n\n

                              \"\"<\/figure>\n\n\n\n

                              As a developer, I have often focused on my domain of interest or been motivated by a new technology or been simply interested in work that challenges me intellectually! Not that I was wrong, but all the time, my paramount focus needs to be about delivering highest value to the customers! It may require me to get out of my comfort zone in terms technology, domain, or degree of difficulty.<\/p>\n\n\n\n

                              When working on solutions, agile minds are wired to continuously deliver the highest value to customers!<\/p>\n\n\n\n

                              \u201cTeams\u201d dimension<\/strong><\/p>\n\n\n\n

                              We live in  world where solutions require multiple teams to work together to be of value. How should teams think and behave when collaborating with other teams?<\/p>\n\n\n\n

                              \"\"<\/figure>\n\n\n\n

                              Wiring: Collaborating Teams<\/em><\/p>\n\n\n\n

                              Let me start with the most damaging mindset. When senior team members or managers have ego clashes with their counterparts in other teams, neither team wins! Customer gets sub-optimal value and organization loses momentum.<\/p>\n\n\n\n

                              Another non-agile pattern is teams without goals or in many cases, teams are indifferent to the goals. Mindset is \u2018This is how it is here. Everything takes its own sweet time. Let me go along with it.\u2019. Another flavour to this pattern: the bar is set so low that such goals may as well not exist. Such teams deliver sub-optimal performance and there is lack of motivation to improve.<\/p>\n\n\n\n

                              To be fair, many practicing agile teams do focus on their goals \u2013 sprint goals, quarterly goals, release goals are clearly articulated and understood. Yet their performance is hindered by dependencies with other teams which seem to be operating in their own worlds!<\/p>\n\n\n\n

                              High performing agile teams are able to align continuously with shared goals which are typically one level above team\u2019s goals. This behaviour requires teams to be aware of streams of work that would create value to the customer and adapt their planning and execution continuously.<\/p>\n\n\n\n

                              When working with other teams, agile minds are wired to think win-win, foster collaboration, and focus on shared goals!<\/p>\n\n\n\n

                              \u201cSelf\u201d dimension<\/strong><\/p>\n\n\n\n

                              Eventually it comes to personal change! Toughest battleground. It starts with awareness of the need for change. It is not easy to believe when someone else points to the need for change. It is relatively easier to believe when the awareness comes within. It is tricky because I am the observer, and I am the observed. In other words, the quality of your inner mirror is vital to see a clear and complete picture of yourself and the need for change. Imagine a bathroom mirror with a hole \u2013 you may live your entire life without realizing that you have a nose!<\/p>\n\n\n\n

                              Awareness is not enough though. It happens to me all the time \u2013 I know I need to change something, yet I do not change. Let us take a simple example: I heard that if one avoids screen time for one hour before going to bed, sleep quality is better. I still cannot help watching something in my mobile while in bed. Moral of the story: \u201cKnowing what to change is hard enough but acting on the knowledge is harder!\u201d.<\/p>\n\n\n\n

                              \"\"<\/figure>\n\n\n\n

                              Wiring: Changing Self<\/strong><\/p>\n\n\n\n

                              Step one is awareness. If you are not aware, you are blissfully ignorant. One trap is your past success \u2013 there are set mental pathways that worked well for you in the past but gets in the way now. Once you are aware, the will to act is often dictated by your \u2018why\u2019. If I stop looking at my mobile before going to sleep, motivation will come from my desire for better quality sleep and an alert mind the next day! We are emotional creatures; Overcoming mental resistance \/ inertia -> requires emotional propulsion \u2013 overcoming fear, insecurity and how you feel about failure. Agile leaders can play a decisive role in cultivating the right kind of environment where it is ok to fail.<\/p>\n\n\n\n

                              When working with self, agile minds are wired to look into their inner mirror, have the will to act and feel safe to experiment and learn!<\/p>\n\n\n\n

                              Summary<\/strong><\/p>\n\n\n\n

                              There are three nested dimensions or contexts where agility shows up from the way we think, feel, and behave. How we create solutions? How we work with other teams in creating the solutions? How we change personally?<\/p>\n\n\n\n

                              \"\"<\/figure>\n\n\n\n

                              When working on solutions<\/strong>, agile minds are wired to continuously deliver the highest value to customers!<\/p>\n\n\n\n

                              When working with other teams<\/strong>, agile minds are wired to think win-win, foster collaboration, and focus on shared goals!<\/p>\n\n\n\n

                              When working with self<\/strong>, agile minds are wired to look into their inner mirror, have the will to act and feel safe to experiment and learn! \u2018Being agile\u2019 delivers results and sustainable advantage. It does good for individuals, organizations, and customers. It requires re-wiring of the brain to create new neural pathways! It is possible.<\/p>\n\n\n\n

                              \u2018Being agile\u2019 delivers results and sustainable advantage. It does good for individuals, organizations, and customers. It requires re-wiring of the brain to create new neural pathways! It is possible.<\/p>\n","post_title":"Re-wiring for Agility","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"re-wiring-for-agility","to_ping":"","pinged":"","post_modified":"2024-11-27 10:45:57","post_modified_gmt":"2024-11-27 05:15:57","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=997750","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":991291,"post_author":"8","post_date":"2019-11-05 12:20:00","post_date_gmt":"2019-11-05 12:20:00","post_content":"\n

                              Ryan is frustrated. It happens again and again, same old problem. He approaches the team and says \u201c I didn\u2019t get any data from the system again !\u201d. Have you got any ideas to fix it?<\/p>\n\n\n\n

                              The reactions from the team members are the following:<\/p>\n\n\n\n

                              Fred : Well, that\u2019s bad.<\/p>\n\n\n\n

                              Frank[thinks]: I\u2019m glad, I didn\u2019t choose the task today.<\/p>\n\n\n\n

                              Ron : It was fine when I tried it yesterday.<\/p>\n\n\n\n

                              John : It helped me to restart my PC last night.<\/p>\n\n\n\n

                              What\u2019s the most optimal way to proceed?<\/strong><\/p>\n","post_title":"CHOW #171 \u2013 No data from the system again!","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-171-no-data-from-the-system-again-2","to_ping":"","pinged":"","post_modified":"2024-01-24 12:30:56","post_modified_gmt":"2024-01-24 12:30:56","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=991291","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"}; \n

                              First Things First: Where Do You Even Start?<\/h2>\n\n\n\n

                              Think of AI like a power tool. Super useful\u2014but you wouldn\u2019t hand it to someone without reading the manual first. You\u2019ve got to know when to plug it in, when to trust your own hands, and when to call in a specialist.

                              So let\u2019s go over some situations where AI is your best pal\u2014and others where it really should just sit quietly in the toolbox.<\/p>\n\n\n\n

                               Where AI Can Really Help<\/h2>\n\n\n\n

                              1. Making Smarter, Faster Decisions\u2014When the Data\u2019s Good
                              AI is like a compass in a well-mapped forest\u2014it helps you move faster and avoid obvious traps.

                              2. Handling the Tedious Tasks\u2014Let the Robot Sweep the Floor
                              Imagine AI as your Robot broom for repetitive work\u2014automating things you don\u2019t want to think about.

                              3. Spotting What You Might Miss\u2014AI as Your magnifying glass. AI sees patterns like a thermal scanner\u2014surfacing bugs, burnout, or user trends hidden in walls of data.

                              4. Helping with Strategy\u2014But Only in Familiar Terrain
                              AI can be your chess-playing lieutenant\u2014running simulations, mapping scenarios, offering trade-offs.<\/p>\n\n\n\n

                               Where AI Should Take the Passenger Seat<\/h2>\n\n\n\n

                              1. People Decisions? That\u2019s All You.
                              AI\u2019s like your nosy neighbor\u2014it might see everything, but it doesn\u2019t understand nuance.

                              2. Emotional Moments & Team Morale
                              Think of AI as a weather app\u2014it tells you it\u2019s raining, but it doesn\u2019t hand you an umbrella.

                              3. New, Uncharted Situations? Pack Your Own Map
                              Trying something brand new is like exploring a jungle with no trail. AI only knows what\u2019s already been mapped.

                              4. Innovation Still Needs Human Sparks
                              AI can shuffle the playlist\u2014but it can\u2019t write the song you want to pen.

                              5. Bad Data = Bad Decisions
                              Feeding AI biased or incomplete data is like asking for directions from someone with a blurry map.<\/p>\n\n\n\n

                              Final Thought: You\u2019re Still the Leader\u2014AI\u2019s Just Your New Toolkit<\/h2>\n\n\n\n

                              You don\u2019t need to code AI models. But you do need to lead confidently in a world where AI is part of the team.

                              That means:
                              - Knowing when to trust it
                              - Knowing when to ignore it
                              - And always, always staying human-first

                              And so\u2026 Use AI to lighten the load\u2014but keep steering the ship.<\/p>\n\n\n\n

                                                           -------------------------------------------------------------------<\/p>\n\n\n\n

                              <\/p>\n\n\n\n

                              <\/p>\n","post_title":"When to call AI and when not to? A simple guide for mid level Managers","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"when-to-call-ai-and-when-not-to-a-simple-guide-for-mid-level-managers","to_ping":"","pinged":"","post_modified":"2025-07-12 12:46:36","post_modified_gmt":"2025-07-12 07:16:36","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=1000204","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":997750,"post_author":"7","post_date":"2024-05-03 05:42:49","post_date_gmt":"2024-05-03 05:42:49","post_content":"\n

                              Introduction<\/strong><\/p>\n\n\n\n

                              \u201cInsanity is doing the same thing over and over again and expecting different results\u201d \u2013 an often-quoted one-liner from Albert Einstein. It always made sense to me logically, yet I found myself caught in this insanity loop. When I reflected on my behaviour, I found a few reasons why I do things the same way. One obvious answer was habits, but closer examination revealed a few other reasons.<\/p>\n\n\n\n

                                \n
                              1. I was unaware of significance of the connection between my actions and results.<\/li>\n\n\n\n
                              2. I believe the situation is different and hence, expect a different result with the same action.<\/li>\n\n\n\n
                              3. I am not able to think of an alternate way and I kind of hope to get a different result.<\/li>\n\n\n\n
                              4. I know another way (or someone suggests it) but I have self-doubt about doing it well or fearful of getting wrong results.<\/li>\n<\/ol>\n\n\n\n

                                All the above reasons can be distilled down into two broad aspects of change: 1. Awareness 2. Action. One of the organizations that I consult with had an event with \u2018cloud and agile mindset\u2019 as the theme and I heard a leader say this: \u201cWe can apply many of the learnings beyond product and process; it\u2019s really about how we adapt, improve and transform ourselves\u201d. It further strengthened my conviction that a big part of agility is about transforming ourselves in the way we think and behave.<\/p>\n\n\n\n

                                Beyond the visible<\/strong><\/p>\n\n\n\n

                                \"\"<\/figure>\n\n\n\n

                                Imagine that you are standing on the deck of a ship and watching an iceberg floating in the sea. You are puzzled by the movement of the iceberg in the direction opposite to the direction of the wind. Captain of the ship demystifies the phenomenon for you: \u201cYou see, most of the iceberg is below the water and it is the direction of the current that dictates the movement of the iceberg\u201d. As the leader pointed out in his talk, visible product and process related changes are necessary but it is about how we transform ourselves in the way we think and behave \u2013 the dynamics below the surface and not so visible.<\/p>\n\n\n\n

                                \"\"<\/figure>\n\n\n\n

                                Agility is brought about by \u2018Doing\u2019 agile and \u2018Being\u2019 agile as you see in the picture. Agile ceremonies, artefacts, tools, metrics, and structure are necessary for agility. However, your organization will move in the right direction only when you get the subtler aspects below the iceberg right. Many of those aspects are about transformation in the way people think and behave. An organization is a collective entity, and it would appear to an individual that the collective must change first. In this post, I would like us to focus on how the individual can change. It helps the individual to take ownership for self and participate in the collective\u2019s transformation.<\/p>\n\n\n\n

                                Individual change and the brain<\/strong><\/p>\n\n\n\n

                                \"\"<\/figure>\n\n\n\n

                                In other words, agility begins in the mind, in each one of our minds. Does the way our brain functions have anything to do with our behaviour? Think of our brain as a dynamic connected grid. There are billions of pathways lighting up every time we think, feel, or do something. Some of these pathways are well travelled and established ways of being, feeling and doing! Good news is that brain can make new connections \u2013 new experiences, being in a new environment, learning new skills and new activity create new pathways and re-wire your brain!<\/p>\n\n\n\n

                                With proactive and well-directed effort, you can accelerate rewiring!<\/p>\n\n\n\n

                                Three dimensions to re-wiring for agility<\/strong><\/p>\n\n\n\n

                                Based on my consulting experience, I discovered three nested dimensions or contexts when a participant in the transformation can change<\/a>.<\/p>\n\n\n\n

                                \"\"<\/figure>\n\n\n\n

                                Solutions: Teams: Self<\/p>\n\n\n\n

                                1. What are you focused on while creating solutions?
                                2. While creating solutions, how do you think and collaborate with other teams?
                                3. At the root of all change is your willingness to change self and act accordingly.<\/p>\n\n\n\n

                                <\/p>\n\n\n\n

                                \u201cSolutions\u201d dimension<\/strong><\/p>\n\n\n\n

                                Agility is essentially about delivering the highest value to customers. This must be paramount in the minds of the developers. For a few good reasons, many developers in large organizations find it difficult to relate to the actual users of the software product. When I started my software career, we worked alongside the users of my solution in another floor or an adjacent building. Today the \u2018distance\u2019 between the developer and the user has increased multi-fold. Picture below is typical in large software product development organizations:<\/p>\n\n\n\n

                                \"\"<\/figure>\n\n\n\n

                                Metaphorically \u201cDistance\u201d between Developer & User has increased as we scale! User narratives get abstracted and feedback loops are less effective! Organizations need to find ways to reduce this \u2018distance.\u2019 In my experience, collaborative practices alone are not enough but need to be supported by willingness to invest time and energy from all members.<\/p>\n\n\n\n

                                Wiring: Right Solutions<\/strong><\/p>\n\n\n\n

                                \"\"<\/figure>\n\n\n\n

                                As a developer, I have often focused on my domain of interest or been motivated by a new technology or been simply interested in work that challenges me intellectually! Not that I was wrong, but all the time, my paramount focus needs to be about delivering highest value to the customers! It may require me to get out of my comfort zone in terms technology, domain, or degree of difficulty.<\/p>\n\n\n\n

                                When working on solutions, agile minds are wired to continuously deliver the highest value to customers!<\/p>\n\n\n\n

                                \u201cTeams\u201d dimension<\/strong><\/p>\n\n\n\n

                                We live in  world where solutions require multiple teams to work together to be of value. How should teams think and behave when collaborating with other teams?<\/p>\n\n\n\n

                                \"\"<\/figure>\n\n\n\n

                                Wiring: Collaborating Teams<\/em><\/p>\n\n\n\n

                                Let me start with the most damaging mindset. When senior team members or managers have ego clashes with their counterparts in other teams, neither team wins! Customer gets sub-optimal value and organization loses momentum.<\/p>\n\n\n\n

                                Another non-agile pattern is teams without goals or in many cases, teams are indifferent to the goals. Mindset is \u2018This is how it is here. Everything takes its own sweet time. Let me go along with it.\u2019. Another flavour to this pattern: the bar is set so low that such goals may as well not exist. Such teams deliver sub-optimal performance and there is lack of motivation to improve.<\/p>\n\n\n\n

                                To be fair, many practicing agile teams do focus on their goals \u2013 sprint goals, quarterly goals, release goals are clearly articulated and understood. Yet their performance is hindered by dependencies with other teams which seem to be operating in their own worlds!<\/p>\n\n\n\n

                                High performing agile teams are able to align continuously with shared goals which are typically one level above team\u2019s goals. This behaviour requires teams to be aware of streams of work that would create value to the customer and adapt their planning and execution continuously.<\/p>\n\n\n\n

                                When working with other teams, agile minds are wired to think win-win, foster collaboration, and focus on shared goals!<\/p>\n\n\n\n

                                \u201cSelf\u201d dimension<\/strong><\/p>\n\n\n\n

                                Eventually it comes to personal change! Toughest battleground. It starts with awareness of the need for change. It is not easy to believe when someone else points to the need for change. It is relatively easier to believe when the awareness comes within. It is tricky because I am the observer, and I am the observed. In other words, the quality of your inner mirror is vital to see a clear and complete picture of yourself and the need for change. Imagine a bathroom mirror with a hole \u2013 you may live your entire life without realizing that you have a nose!<\/p>\n\n\n\n

                                Awareness is not enough though. It happens to me all the time \u2013 I know I need to change something, yet I do not change. Let us take a simple example: I heard that if one avoids screen time for one hour before going to bed, sleep quality is better. I still cannot help watching something in my mobile while in bed. Moral of the story: \u201cKnowing what to change is hard enough but acting on the knowledge is harder!\u201d.<\/p>\n\n\n\n

                                \"\"<\/figure>\n\n\n\n

                                Wiring: Changing Self<\/strong><\/p>\n\n\n\n

                                Step one is awareness. If you are not aware, you are blissfully ignorant. One trap is your past success \u2013 there are set mental pathways that worked well for you in the past but gets in the way now. Once you are aware, the will to act is often dictated by your \u2018why\u2019. If I stop looking at my mobile before going to sleep, motivation will come from my desire for better quality sleep and an alert mind the next day! We are emotional creatures; Overcoming mental resistance \/ inertia -> requires emotional propulsion \u2013 overcoming fear, insecurity and how you feel about failure. Agile leaders can play a decisive role in cultivating the right kind of environment where it is ok to fail.<\/p>\n\n\n\n

                                When working with self, agile minds are wired to look into their inner mirror, have the will to act and feel safe to experiment and learn!<\/p>\n\n\n\n

                                Summary<\/strong><\/p>\n\n\n\n

                                There are three nested dimensions or contexts where agility shows up from the way we think, feel, and behave. How we create solutions? How we work with other teams in creating the solutions? How we change personally?<\/p>\n\n\n\n

                                \"\"<\/figure>\n\n\n\n

                                When working on solutions<\/strong>, agile minds are wired to continuously deliver the highest value to customers!<\/p>\n\n\n\n

                                When working with other teams<\/strong>, agile minds are wired to think win-win, foster collaboration, and focus on shared goals!<\/p>\n\n\n\n

                                When working with self<\/strong>, agile minds are wired to look into their inner mirror, have the will to act and feel safe to experiment and learn! \u2018Being agile\u2019 delivers results and sustainable advantage. It does good for individuals, organizations, and customers. It requires re-wiring of the brain to create new neural pathways! It is possible.<\/p>\n\n\n\n

                                \u2018Being agile\u2019 delivers results and sustainable advantage. It does good for individuals, organizations, and customers. It requires re-wiring of the brain to create new neural pathways! It is possible.<\/p>\n","post_title":"Re-wiring for Agility","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"re-wiring-for-agility","to_ping":"","pinged":"","post_modified":"2024-11-27 10:45:57","post_modified_gmt":"2024-11-27 05:15:57","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=997750","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":991291,"post_author":"8","post_date":"2019-11-05 12:20:00","post_date_gmt":"2019-11-05 12:20:00","post_content":"\n

                                Ryan is frustrated. It happens again and again, same old problem. He approaches the team and says \u201c I didn\u2019t get any data from the system again !\u201d. Have you got any ideas to fix it?<\/p>\n\n\n\n

                                The reactions from the team members are the following:<\/p>\n\n\n\n

                                Fred : Well, that\u2019s bad.<\/p>\n\n\n\n

                                Frank[thinks]: I\u2019m glad, I didn\u2019t choose the task today.<\/p>\n\n\n\n

                                Ron : It was fine when I tried it yesterday.<\/p>\n\n\n\n

                                John : It helped me to restart my PC last night.<\/p>\n\n\n\n

                                What\u2019s the most optimal way to proceed?<\/strong><\/p>\n","post_title":"CHOW #171 \u2013 No data from the system again!","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-171-no-data-from-the-system-again-2","to_ping":"","pinged":"","post_modified":"2024-01-24 12:30:56","post_modified_gmt":"2024-01-24 12:30:56","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=991291","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"}; \n

                                As a manager, your goal isn't to become a tech wizard is understood.  It's to figure out how to lead in a world where AI is your new team member and sometimes your co-pilot.
                                Let\u2019s break it down.<\/p>\n\n\n\n

                                First Things First: Where Do You Even Start?<\/h2>\n\n\n\n

                                Think of AI like a power tool. Super useful\u2014but you wouldn\u2019t hand it to someone without reading the manual first. You\u2019ve got to know when to plug it in, when to trust your own hands, and when to call in a specialist.

                                So let\u2019s go over some situations where AI is your best pal\u2014and others where it really should just sit quietly in the toolbox.<\/p>\n\n\n\n

                                 Where AI Can Really Help<\/h2>\n\n\n\n

                                1. Making Smarter, Faster Decisions\u2014When the Data\u2019s Good
                                AI is like a compass in a well-mapped forest\u2014it helps you move faster and avoid obvious traps.

                                2. Handling the Tedious Tasks\u2014Let the Robot Sweep the Floor
                                Imagine AI as your Robot broom for repetitive work\u2014automating things you don\u2019t want to think about.

                                3. Spotting What You Might Miss\u2014AI as Your magnifying glass. AI sees patterns like a thermal scanner\u2014surfacing bugs, burnout, or user trends hidden in walls of data.

                                4. Helping with Strategy\u2014But Only in Familiar Terrain
                                AI can be your chess-playing lieutenant\u2014running simulations, mapping scenarios, offering trade-offs.<\/p>\n\n\n\n

                                 Where AI Should Take the Passenger Seat<\/h2>\n\n\n\n

                                1. People Decisions? That\u2019s All You.
                                AI\u2019s like your nosy neighbor\u2014it might see everything, but it doesn\u2019t understand nuance.

                                2. Emotional Moments & Team Morale
                                Think of AI as a weather app\u2014it tells you it\u2019s raining, but it doesn\u2019t hand you an umbrella.

                                3. New, Uncharted Situations? Pack Your Own Map
                                Trying something brand new is like exploring a jungle with no trail. AI only knows what\u2019s already been mapped.

                                4. Innovation Still Needs Human Sparks
                                AI can shuffle the playlist\u2014but it can\u2019t write the song you want to pen.

                                5. Bad Data = Bad Decisions
                                Feeding AI biased or incomplete data is like asking for directions from someone with a blurry map.<\/p>\n\n\n\n

                                Final Thought: You\u2019re Still the Leader\u2014AI\u2019s Just Your New Toolkit<\/h2>\n\n\n\n

                                You don\u2019t need to code AI models. But you do need to lead confidently in a world where AI is part of the team.

                                That means:
                                - Knowing when to trust it
                                - Knowing when to ignore it
                                - And always, always staying human-first

                                And so\u2026 Use AI to lighten the load\u2014but keep steering the ship.<\/p>\n\n\n\n

                                                             -------------------------------------------------------------------<\/p>\n\n\n\n

                                <\/p>\n\n\n\n

                                <\/p>\n","post_title":"When to call AI and when not to? A simple guide for mid level Managers","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"when-to-call-ai-and-when-not-to-a-simple-guide-for-mid-level-managers","to_ping":"","pinged":"","post_modified":"2025-07-12 12:46:36","post_modified_gmt":"2025-07-12 07:16:36","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=1000204","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":997750,"post_author":"7","post_date":"2024-05-03 05:42:49","post_date_gmt":"2024-05-03 05:42:49","post_content":"\n

                                Introduction<\/strong><\/p>\n\n\n\n

                                \u201cInsanity is doing the same thing over and over again and expecting different results\u201d \u2013 an often-quoted one-liner from Albert Einstein. It always made sense to me logically, yet I found myself caught in this insanity loop. When I reflected on my behaviour, I found a few reasons why I do things the same way. One obvious answer was habits, but closer examination revealed a few other reasons.<\/p>\n\n\n\n

                                  \n
                                1. I was unaware of significance of the connection between my actions and results.<\/li>\n\n\n\n
                                2. I believe the situation is different and hence, expect a different result with the same action.<\/li>\n\n\n\n
                                3. I am not able to think of an alternate way and I kind of hope to get a different result.<\/li>\n\n\n\n
                                4. I know another way (or someone suggests it) but I have self-doubt about doing it well or fearful of getting wrong results.<\/li>\n<\/ol>\n\n\n\n

                                  All the above reasons can be distilled down into two broad aspects of change: 1. Awareness 2. Action. One of the organizations that I consult with had an event with \u2018cloud and agile mindset\u2019 as the theme and I heard a leader say this: \u201cWe can apply many of the learnings beyond product and process; it\u2019s really about how we adapt, improve and transform ourselves\u201d. It further strengthened my conviction that a big part of agility is about transforming ourselves in the way we think and behave.<\/p>\n\n\n\n

                                  Beyond the visible<\/strong><\/p>\n\n\n\n

                                  \"\"<\/figure>\n\n\n\n

                                  Imagine that you are standing on the deck of a ship and watching an iceberg floating in the sea. You are puzzled by the movement of the iceberg in the direction opposite to the direction of the wind. Captain of the ship demystifies the phenomenon for you: \u201cYou see, most of the iceberg is below the water and it is the direction of the current that dictates the movement of the iceberg\u201d. As the leader pointed out in his talk, visible product and process related changes are necessary but it is about how we transform ourselves in the way we think and behave \u2013 the dynamics below the surface and not so visible.<\/p>\n\n\n\n

                                  \"\"<\/figure>\n\n\n\n

                                  Agility is brought about by \u2018Doing\u2019 agile and \u2018Being\u2019 agile as you see in the picture. Agile ceremonies, artefacts, tools, metrics, and structure are necessary for agility. However, your organization will move in the right direction only when you get the subtler aspects below the iceberg right. Many of those aspects are about transformation in the way people think and behave. An organization is a collective entity, and it would appear to an individual that the collective must change first. In this post, I would like us to focus on how the individual can change. It helps the individual to take ownership for self and participate in the collective\u2019s transformation.<\/p>\n\n\n\n

                                  Individual change and the brain<\/strong><\/p>\n\n\n\n

                                  \"\"<\/figure>\n\n\n\n

                                  In other words, agility begins in the mind, in each one of our minds. Does the way our brain functions have anything to do with our behaviour? Think of our brain as a dynamic connected grid. There are billions of pathways lighting up every time we think, feel, or do something. Some of these pathways are well travelled and established ways of being, feeling and doing! Good news is that brain can make new connections \u2013 new experiences, being in a new environment, learning new skills and new activity create new pathways and re-wire your brain!<\/p>\n\n\n\n

                                  With proactive and well-directed effort, you can accelerate rewiring!<\/p>\n\n\n\n

                                  Three dimensions to re-wiring for agility<\/strong><\/p>\n\n\n\n

                                  Based on my consulting experience, I discovered three nested dimensions or contexts when a participant in the transformation can change<\/a>.<\/p>\n\n\n\n

                                  \"\"<\/figure>\n\n\n\n

                                  Solutions: Teams: Self<\/p>\n\n\n\n

                                  1. What are you focused on while creating solutions?
                                  2. While creating solutions, how do you think and collaborate with other teams?
                                  3. At the root of all change is your willingness to change self and act accordingly.<\/p>\n\n\n\n

                                  <\/p>\n\n\n\n

                                  \u201cSolutions\u201d dimension<\/strong><\/p>\n\n\n\n

                                  Agility is essentially about delivering the highest value to customers. This must be paramount in the minds of the developers. For a few good reasons, many developers in large organizations find it difficult to relate to the actual users of the software product. When I started my software career, we worked alongside the users of my solution in another floor or an adjacent building. Today the \u2018distance\u2019 between the developer and the user has increased multi-fold. Picture below is typical in large software product development organizations:<\/p>\n\n\n\n

                                  \"\"<\/figure>\n\n\n\n

                                  Metaphorically \u201cDistance\u201d between Developer & User has increased as we scale! User narratives get abstracted and feedback loops are less effective! Organizations need to find ways to reduce this \u2018distance.\u2019 In my experience, collaborative practices alone are not enough but need to be supported by willingness to invest time and energy from all members.<\/p>\n\n\n\n

                                  Wiring: Right Solutions<\/strong><\/p>\n\n\n\n

                                  \"\"<\/figure>\n\n\n\n

                                  As a developer, I have often focused on my domain of interest or been motivated by a new technology or been simply interested in work that challenges me intellectually! Not that I was wrong, but all the time, my paramount focus needs to be about delivering highest value to the customers! It may require me to get out of my comfort zone in terms technology, domain, or degree of difficulty.<\/p>\n\n\n\n

                                  When working on solutions, agile minds are wired to continuously deliver the highest value to customers!<\/p>\n\n\n\n

                                  \u201cTeams\u201d dimension<\/strong><\/p>\n\n\n\n

                                  We live in  world where solutions require multiple teams to work together to be of value. How should teams think and behave when collaborating with other teams?<\/p>\n\n\n\n

                                  \"\"<\/figure>\n\n\n\n

                                  Wiring: Collaborating Teams<\/em><\/p>\n\n\n\n

                                  Let me start with the most damaging mindset. When senior team members or managers have ego clashes with their counterparts in other teams, neither team wins! Customer gets sub-optimal value and organization loses momentum.<\/p>\n\n\n\n

                                  Another non-agile pattern is teams without goals or in many cases, teams are indifferent to the goals. Mindset is \u2018This is how it is here. Everything takes its own sweet time. Let me go along with it.\u2019. Another flavour to this pattern: the bar is set so low that such goals may as well not exist. Such teams deliver sub-optimal performance and there is lack of motivation to improve.<\/p>\n\n\n\n

                                  To be fair, many practicing agile teams do focus on their goals \u2013 sprint goals, quarterly goals, release goals are clearly articulated and understood. Yet their performance is hindered by dependencies with other teams which seem to be operating in their own worlds!<\/p>\n\n\n\n

                                  High performing agile teams are able to align continuously with shared goals which are typically one level above team\u2019s goals. This behaviour requires teams to be aware of streams of work that would create value to the customer and adapt their planning and execution continuously.<\/p>\n\n\n\n

                                  When working with other teams, agile minds are wired to think win-win, foster collaboration, and focus on shared goals!<\/p>\n\n\n\n

                                  \u201cSelf\u201d dimension<\/strong><\/p>\n\n\n\n

                                  Eventually it comes to personal change! Toughest battleground. It starts with awareness of the need for change. It is not easy to believe when someone else points to the need for change. It is relatively easier to believe when the awareness comes within. It is tricky because I am the observer, and I am the observed. In other words, the quality of your inner mirror is vital to see a clear and complete picture of yourself and the need for change. Imagine a bathroom mirror with a hole \u2013 you may live your entire life without realizing that you have a nose!<\/p>\n\n\n\n

                                  Awareness is not enough though. It happens to me all the time \u2013 I know I need to change something, yet I do not change. Let us take a simple example: I heard that if one avoids screen time for one hour before going to bed, sleep quality is better. I still cannot help watching something in my mobile while in bed. Moral of the story: \u201cKnowing what to change is hard enough but acting on the knowledge is harder!\u201d.<\/p>\n\n\n\n

                                  \"\"<\/figure>\n\n\n\n

                                  Wiring: Changing Self<\/strong><\/p>\n\n\n\n

                                  Step one is awareness. If you are not aware, you are blissfully ignorant. One trap is your past success \u2013 there are set mental pathways that worked well for you in the past but gets in the way now. Once you are aware, the will to act is often dictated by your \u2018why\u2019. If I stop looking at my mobile before going to sleep, motivation will come from my desire for better quality sleep and an alert mind the next day! We are emotional creatures; Overcoming mental resistance \/ inertia -> requires emotional propulsion \u2013 overcoming fear, insecurity and how you feel about failure. Agile leaders can play a decisive role in cultivating the right kind of environment where it is ok to fail.<\/p>\n\n\n\n

                                  When working with self, agile minds are wired to look into their inner mirror, have the will to act and feel safe to experiment and learn!<\/p>\n\n\n\n

                                  Summary<\/strong><\/p>\n\n\n\n

                                  There are three nested dimensions or contexts where agility shows up from the way we think, feel, and behave. How we create solutions? How we work with other teams in creating the solutions? How we change personally?<\/p>\n\n\n\n

                                  \"\"<\/figure>\n\n\n\n

                                  When working on solutions<\/strong>, agile minds are wired to continuously deliver the highest value to customers!<\/p>\n\n\n\n

                                  When working with other teams<\/strong>, agile minds are wired to think win-win, foster collaboration, and focus on shared goals!<\/p>\n\n\n\n

                                  When working with self<\/strong>, agile minds are wired to look into their inner mirror, have the will to act and feel safe to experiment and learn! \u2018Being agile\u2019 delivers results and sustainable advantage. It does good for individuals, organizations, and customers. It requires re-wiring of the brain to create new neural pathways! It is possible.<\/p>\n\n\n\n

                                  \u2018Being agile\u2019 delivers results and sustainable advantage. It does good for individuals, organizations, and customers. It requires re-wiring of the brain to create new neural pathways! It is possible.<\/p>\n","post_title":"Re-wiring for Agility","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"re-wiring-for-agility","to_ping":"","pinged":"","post_modified":"2024-11-27 10:45:57","post_modified_gmt":"2024-11-27 05:15:57","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=997750","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":991291,"post_author":"8","post_date":"2019-11-05 12:20:00","post_date_gmt":"2019-11-05 12:20:00","post_content":"\n

                                  Ryan is frustrated. It happens again and again, same old problem. He approaches the team and says \u201c I didn\u2019t get any data from the system again !\u201d. Have you got any ideas to fix it?<\/p>\n\n\n\n

                                  The reactions from the team members are the following:<\/p>\n\n\n\n

                                  Fred : Well, that\u2019s bad.<\/p>\n\n\n\n

                                  Frank[thinks]: I\u2019m glad, I didn\u2019t choose the task today.<\/p>\n\n\n\n

                                  Ron : It was fine when I tried it yesterday.<\/p>\n\n\n\n

                                  John : It helped me to restart my PC last night.<\/p>\n\n\n\n

                                  What\u2019s the most optimal way to proceed?<\/strong><\/p>\n","post_title":"CHOW #171 \u2013 No data from the system again!","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-171-no-data-from-the-system-again-2","to_ping":"","pinged":"","post_modified":"2024-01-24 12:30:56","post_modified_gmt":"2024-01-24 12:30:56","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=991291","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"}; \n

                                  Let\u2019s be real\u2014AI is the buzzword today. It is all pervasive, showing up in dev tools, Meetings, Planning, Strategy and all chats. Developers? They\u2019re already deep in it\u201497% are using AI coding tools. But a lot of managers are still watching from the sidelines unsure when and where to jump in.

                                  If that\u2019s you, you\u2019re not behind\u2014you\u2019re just standing at the edge of a new playground, figuring out which rides are safe and it is not too late.<\/p>\n\n\n\n

                                  As a manager, your goal isn't to become a tech wizard is understood.  It's to figure out how to lead in a world where AI is your new team member and sometimes your co-pilot.
                                  Let\u2019s break it down.<\/p>\n\n\n\n

                                  First Things First: Where Do You Even Start?<\/h2>\n\n\n\n

                                  Think of AI like a power tool. Super useful\u2014but you wouldn\u2019t hand it to someone without reading the manual first. You\u2019ve got to know when to plug it in, when to trust your own hands, and when to call in a specialist.

                                  So let\u2019s go over some situations where AI is your best pal\u2014and others where it really should just sit quietly in the toolbox.<\/p>\n\n\n\n

                                   Where AI Can Really Help<\/h2>\n\n\n\n

                                  1. Making Smarter, Faster Decisions\u2014When the Data\u2019s Good
                                  AI is like a compass in a well-mapped forest\u2014it helps you move faster and avoid obvious traps.

                                  2. Handling the Tedious Tasks\u2014Let the Robot Sweep the Floor
                                  Imagine AI as your Robot broom for repetitive work\u2014automating things you don\u2019t want to think about.

                                  3. Spotting What You Might Miss\u2014AI as Your magnifying glass. AI sees patterns like a thermal scanner\u2014surfacing bugs, burnout, or user trends hidden in walls of data.

                                  4. Helping with Strategy\u2014But Only in Familiar Terrain
                                  AI can be your chess-playing lieutenant\u2014running simulations, mapping scenarios, offering trade-offs.<\/p>\n\n\n\n

                                   Where AI Should Take the Passenger Seat<\/h2>\n\n\n\n

                                  1. People Decisions? That\u2019s All You.
                                  AI\u2019s like your nosy neighbor\u2014it might see everything, but it doesn\u2019t understand nuance.

                                  2. Emotional Moments & Team Morale
                                  Think of AI as a weather app\u2014it tells you it\u2019s raining, but it doesn\u2019t hand you an umbrella.

                                  3. New, Uncharted Situations? Pack Your Own Map
                                  Trying something brand new is like exploring a jungle with no trail. AI only knows what\u2019s already been mapped.

                                  4. Innovation Still Needs Human Sparks
                                  AI can shuffle the playlist\u2014but it can\u2019t write the song you want to pen.

                                  5. Bad Data = Bad Decisions
                                  Feeding AI biased or incomplete data is like asking for directions from someone with a blurry map.<\/p>\n\n\n\n

                                  Final Thought: You\u2019re Still the Leader\u2014AI\u2019s Just Your New Toolkit<\/h2>\n\n\n\n

                                  You don\u2019t need to code AI models. But you do need to lead confidently in a world where AI is part of the team.

                                  That means:
                                  - Knowing when to trust it
                                  - Knowing when to ignore it
                                  - And always, always staying human-first

                                  And so\u2026 Use AI to lighten the load\u2014but keep steering the ship.<\/p>\n\n\n\n

                                                               -------------------------------------------------------------------<\/p>\n\n\n\n

                                  <\/p>\n\n\n\n

                                  <\/p>\n","post_title":"When to call AI and when not to? A simple guide for mid level Managers","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"when-to-call-ai-and-when-not-to-a-simple-guide-for-mid-level-managers","to_ping":"","pinged":"","post_modified":"2025-07-12 12:46:36","post_modified_gmt":"2025-07-12 07:16:36","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=1000204","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":997750,"post_author":"7","post_date":"2024-05-03 05:42:49","post_date_gmt":"2024-05-03 05:42:49","post_content":"\n

                                  Introduction<\/strong><\/p>\n\n\n\n

                                  \u201cInsanity is doing the same thing over and over again and expecting different results\u201d \u2013 an often-quoted one-liner from Albert Einstein. It always made sense to me logically, yet I found myself caught in this insanity loop. When I reflected on my behaviour, I found a few reasons why I do things the same way. One obvious answer was habits, but closer examination revealed a few other reasons.<\/p>\n\n\n\n

                                    \n
                                  1. I was unaware of significance of the connection between my actions and results.<\/li>\n\n\n\n
                                  2. I believe the situation is different and hence, expect a different result with the same action.<\/li>\n\n\n\n
                                  3. I am not able to think of an alternate way and I kind of hope to get a different result.<\/li>\n\n\n\n
                                  4. I know another way (or someone suggests it) but I have self-doubt about doing it well or fearful of getting wrong results.<\/li>\n<\/ol>\n\n\n\n

                                    All the above reasons can be distilled down into two broad aspects of change: 1. Awareness 2. Action. One of the organizations that I consult with had an event with \u2018cloud and agile mindset\u2019 as the theme and I heard a leader say this: \u201cWe can apply many of the learnings beyond product and process; it\u2019s really about how we adapt, improve and transform ourselves\u201d. It further strengthened my conviction that a big part of agility is about transforming ourselves in the way we think and behave.<\/p>\n\n\n\n

                                    Beyond the visible<\/strong><\/p>\n\n\n\n

                                    \"\"<\/figure>\n\n\n\n

                                    Imagine that you are standing on the deck of a ship and watching an iceberg floating in the sea. You are puzzled by the movement of the iceberg in the direction opposite to the direction of the wind. Captain of the ship demystifies the phenomenon for you: \u201cYou see, most of the iceberg is below the water and it is the direction of the current that dictates the movement of the iceberg\u201d. As the leader pointed out in his talk, visible product and process related changes are necessary but it is about how we transform ourselves in the way we think and behave \u2013 the dynamics below the surface and not so visible.<\/p>\n\n\n\n

                                    \"\"<\/figure>\n\n\n\n

                                    Agility is brought about by \u2018Doing\u2019 agile and \u2018Being\u2019 agile as you see in the picture. Agile ceremonies, artefacts, tools, metrics, and structure are necessary for agility. However, your organization will move in the right direction only when you get the subtler aspects below the iceberg right. Many of those aspects are about transformation in the way people think and behave. An organization is a collective entity, and it would appear to an individual that the collective must change first. In this post, I would like us to focus on how the individual can change. It helps the individual to take ownership for self and participate in the collective\u2019s transformation.<\/p>\n\n\n\n

                                    Individual change and the brain<\/strong><\/p>\n\n\n\n

                                    \"\"<\/figure>\n\n\n\n

                                    In other words, agility begins in the mind, in each one of our minds. Does the way our brain functions have anything to do with our behaviour? Think of our brain as a dynamic connected grid. There are billions of pathways lighting up every time we think, feel, or do something. Some of these pathways are well travelled and established ways of being, feeling and doing! Good news is that brain can make new connections \u2013 new experiences, being in a new environment, learning new skills and new activity create new pathways and re-wire your brain!<\/p>\n\n\n\n

                                    With proactive and well-directed effort, you can accelerate rewiring!<\/p>\n\n\n\n

                                    Three dimensions to re-wiring for agility<\/strong><\/p>\n\n\n\n

                                    Based on my consulting experience, I discovered three nested dimensions or contexts when a participant in the transformation can change<\/a>.<\/p>\n\n\n\n

                                    \"\"<\/figure>\n\n\n\n

                                    Solutions: Teams: Self<\/p>\n\n\n\n

                                    1. What are you focused on while creating solutions?
                                    2. While creating solutions, how do you think and collaborate with other teams?
                                    3. At the root of all change is your willingness to change self and act accordingly.<\/p>\n\n\n\n

                                    <\/p>\n\n\n\n

                                    \u201cSolutions\u201d dimension<\/strong><\/p>\n\n\n\n

                                    Agility is essentially about delivering the highest value to customers. This must be paramount in the minds of the developers. For a few good reasons, many developers in large organizations find it difficult to relate to the actual users of the software product. When I started my software career, we worked alongside the users of my solution in another floor or an adjacent building. Today the \u2018distance\u2019 between the developer and the user has increased multi-fold. Picture below is typical in large software product development organizations:<\/p>\n\n\n\n

                                    \"\"<\/figure>\n\n\n\n

                                    Metaphorically \u201cDistance\u201d between Developer & User has increased as we scale! User narratives get abstracted and feedback loops are less effective! Organizations need to find ways to reduce this \u2018distance.\u2019 In my experience, collaborative practices alone are not enough but need to be supported by willingness to invest time and energy from all members.<\/p>\n\n\n\n

                                    Wiring: Right Solutions<\/strong><\/p>\n\n\n\n

                                    \"\"<\/figure>\n\n\n\n

                                    As a developer, I have often focused on my domain of interest or been motivated by a new technology or been simply interested in work that challenges me intellectually! Not that I was wrong, but all the time, my paramount focus needs to be about delivering highest value to the customers! It may require me to get out of my comfort zone in terms technology, domain, or degree of difficulty.<\/p>\n\n\n\n

                                    When working on solutions, agile minds are wired to continuously deliver the highest value to customers!<\/p>\n\n\n\n

                                    \u201cTeams\u201d dimension<\/strong><\/p>\n\n\n\n

                                    We live in  world where solutions require multiple teams to work together to be of value. How should teams think and behave when collaborating with other teams?<\/p>\n\n\n\n

                                    \"\"<\/figure>\n\n\n\n

                                    Wiring: Collaborating Teams<\/em><\/p>\n\n\n\n

                                    Let me start with the most damaging mindset. When senior team members or managers have ego clashes with their counterparts in other teams, neither team wins! Customer gets sub-optimal value and organization loses momentum.<\/p>\n\n\n\n

                                    Another non-agile pattern is teams without goals or in many cases, teams are indifferent to the goals. Mindset is \u2018This is how it is here. Everything takes its own sweet time. Let me go along with it.\u2019. Another flavour to this pattern: the bar is set so low that such goals may as well not exist. Such teams deliver sub-optimal performance and there is lack of motivation to improve.<\/p>\n\n\n\n

                                    To be fair, many practicing agile teams do focus on their goals \u2013 sprint goals, quarterly goals, release goals are clearly articulated and understood. Yet their performance is hindered by dependencies with other teams which seem to be operating in their own worlds!<\/p>\n\n\n\n

                                    High performing agile teams are able to align continuously with shared goals which are typically one level above team\u2019s goals. This behaviour requires teams to be aware of streams of work that would create value to the customer and adapt their planning and execution continuously.<\/p>\n\n\n\n

                                    When working with other teams, agile minds are wired to think win-win, foster collaboration, and focus on shared goals!<\/p>\n\n\n\n

                                    \u201cSelf\u201d dimension<\/strong><\/p>\n\n\n\n

                                    Eventually it comes to personal change! Toughest battleground. It starts with awareness of the need for change. It is not easy to believe when someone else points to the need for change. It is relatively easier to believe when the awareness comes within. It is tricky because I am the observer, and I am the observed. In other words, the quality of your inner mirror is vital to see a clear and complete picture of yourself and the need for change. Imagine a bathroom mirror with a hole \u2013 you may live your entire life without realizing that you have a nose!<\/p>\n\n\n\n

                                    Awareness is not enough though. It happens to me all the time \u2013 I know I need to change something, yet I do not change. Let us take a simple example: I heard that if one avoids screen time for one hour before going to bed, sleep quality is better. I still cannot help watching something in my mobile while in bed. Moral of the story: \u201cKnowing what to change is hard enough but acting on the knowledge is harder!\u201d.<\/p>\n\n\n\n

                                    \"\"<\/figure>\n\n\n\n

                                    Wiring: Changing Self<\/strong><\/p>\n\n\n\n

                                    Step one is awareness. If you are not aware, you are blissfully ignorant. One trap is your past success \u2013 there are set mental pathways that worked well for you in the past but gets in the way now. Once you are aware, the will to act is often dictated by your \u2018why\u2019. If I stop looking at my mobile before going to sleep, motivation will come from my desire for better quality sleep and an alert mind the next day! We are emotional creatures; Overcoming mental resistance \/ inertia -> requires emotional propulsion \u2013 overcoming fear, insecurity and how you feel about failure. Agile leaders can play a decisive role in cultivating the right kind of environment where it is ok to fail.<\/p>\n\n\n\n

                                    When working with self, agile minds are wired to look into their inner mirror, have the will to act and feel safe to experiment and learn!<\/p>\n\n\n\n

                                    Summary<\/strong><\/p>\n\n\n\n

                                    There are three nested dimensions or contexts where agility shows up from the way we think, feel, and behave. How we create solutions? How we work with other teams in creating the solutions? How we change personally?<\/p>\n\n\n\n

                                    \"\"<\/figure>\n\n\n\n

                                    When working on solutions<\/strong>, agile minds are wired to continuously deliver the highest value to customers!<\/p>\n\n\n\n

                                    When working with other teams<\/strong>, agile minds are wired to think win-win, foster collaboration, and focus on shared goals!<\/p>\n\n\n\n

                                    When working with self<\/strong>, agile minds are wired to look into their inner mirror, have the will to act and feel safe to experiment and learn! \u2018Being agile\u2019 delivers results and sustainable advantage. It does good for individuals, organizations, and customers. It requires re-wiring of the brain to create new neural pathways! It is possible.<\/p>\n\n\n\n

                                    \u2018Being agile\u2019 delivers results and sustainable advantage. It does good for individuals, organizations, and customers. It requires re-wiring of the brain to create new neural pathways! It is possible.<\/p>\n","post_title":"Re-wiring for Agility","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"re-wiring-for-agility","to_ping":"","pinged":"","post_modified":"2024-11-27 10:45:57","post_modified_gmt":"2024-11-27 05:15:57","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=997750","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":991291,"post_author":"8","post_date":"2019-11-05 12:20:00","post_date_gmt":"2019-11-05 12:20:00","post_content":"\n

                                    Ryan is frustrated. It happens again and again, same old problem. He approaches the team and says \u201c I didn\u2019t get any data from the system again !\u201d. Have you got any ideas to fix it?<\/p>\n\n\n\n

                                    The reactions from the team members are the following:<\/p>\n\n\n\n

                                    Fred : Well, that\u2019s bad.<\/p>\n\n\n\n

                                    Frank[thinks]: I\u2019m glad, I didn\u2019t choose the task today.<\/p>\n\n\n\n

                                    Ron : It was fine when I tried it yesterday.<\/p>\n\n\n\n

                                    John : It helped me to restart my PC last night.<\/p>\n\n\n\n

                                    What\u2019s the most optimal way to proceed?<\/strong><\/p>\n","post_title":"CHOW #171 \u2013 No data from the system again!","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-171-no-data-from-the-system-again-2","to_ping":"","pinged":"","post_modified":"2024-01-24 12:30:56","post_modified_gmt":"2024-01-24 12:30:56","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.pm-powerconsulting.com\/?p=991291","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

                                    Uncategorized