Apart from declining birthrates, one of Japan’s current concerns are the working conditions of its populace. A Japanese expert says that companies need to start considering their employees’ happiness if they want to keep doing business in the future.

The prevalence of Agile methods in the software industry today is obvious. The challenge now is to scale Agile to work in complex settings with larger teams, larger systems, longer timelines, diverse operating environments, and multiple engineering disciplines. This blog post, an excerpt of our recently published technical note Scaling Agile Methods for Department of Defense Programs, presents five perspectives on scaling Agile from leading thinkers in the field including Scott Ambler, Steve Messenger, Craig Larman, Jeff Sutherland, and Dean Leffingwell.

Ruim tien jaar geleden werd Buurtzorg opgericht, een zorgorganisatie waarin teams zelf aan het roer staan. Het heeft tot een revolutie in de gezondheidszorg geleid.

Now agile methodologies – which involve new values, principles, practices, and benefits and are a radical alternative to command-and-control-style management – are spreading across a broad range of industries and functions and even into the C-suite. But a serious impediment exists. When we ask executives what they know about agile, the response is usually an uneasy smile and a quip such as “Just enough to be dangerous.”