Most companies now either have jumped onto the Agile bandwagon, are considering it, or even in the middle of hiring consultants to help them “transform.” However, only 6% of companies think that they are “highly agile”, according to a 2017 Deloitte study. I’d like to convey a few thoughts to the executives and leaders considering an agile transformation, based on over 10 years of experience with many transformations and years sitting with executive leaders.

One of my favorite improvements to running conferences (when we used to attend those in person) was adding a code of conduct. It was clear the behavior of a few dictated the need for everyone to play by a different set of rules. Granted, it hasn’t halted all of the behavior it was meant to prevent. It cannot be denied, though, that progress has been made.

Combine that with an expanded view of what it means to be inclusive to all, the amazing work Women in Agile has done, and providing a safe environment for all, I must say how proud I am to be a part of this little family.

I love Sprint Reviews. At this event, empiricism works full throttle. The Scrum Team has added new potential value to the product Increment. Now the team and its stakeholders inspect the Increment and discuss what to do next.

The Sprint Review can be a powerful event to influence the direction of the product. But often Product Owners and their Scrum Teams waste excellent opportunities. They are in a vicious circle and only discuss the latest additions to the products. The stakeholders appear out of courtesy, not to help improve the product. In this unfortunate scenario, the Sprint Review is relegated to be just a demo or a status report.