43. An iterative and adaptive process
where small, highly-collaborative teams
44. An iterative and adaptive process
where small, highly-collaborative teams
work in a series of short cycles,
45. An iterative and adaptive process
where small, highly-collaborative teams
work in a series of short cycles,
incorporating rapid feedback,
46. An iterative and adaptive process
where small, highly-collaborative teams
work in a series of short cycles,
incorporating rapid feedback,
to deliver emergent solutions,
47. An iterative and adaptive process
where small, highly-collaborative teams
work in a series of short cycles,
incorporating rapid feedback,
to deliver emergent solutions,
emphasizing transparency
among all stakeholders.
49. An iterative and adaptive process
where small, highly-collaborative teams
work in a series of short cycles,
incorporating rapid feedback,
to deliver emergent solutions,
emphasizing transparency
among all stakeholders.
50. An iterative and adaptive process
where small, highly-collaborative teams
work in a series of short cycles,
incorporating rapid feedback,
to deliver emergent solutions,
emphasizing transparency
among all stakeholders.
146. Read “Essential Scrum”
by Kenneth S. Rubin
For software development,
but Chapter 2 will give you a
great high-level explanation
of Scrum, and Chapter 3 is
one of the best articulated
arguments for adopting
agile for any executive.
155. 52% Inability to change culture
Why agile adoption fails:
Source: VersionOne 6th Annual State of Agile Survey
156. 39% General resistance to change
52% Inability to change culture
Why agile adoption fails:
Source: VersionOne 6th Annual State of Agile Survey
157. 34% Lack of manager support
39% General resistance to change
52% Inability to change culture
Why agile adoption fails:
Source: VersionOne 6th Annual State of Agile Survey
159. “To the uninitiated (and sometimes
even to those in the industry),
this way of working feels like
barely controlled chaos.”
www.mckinseyquarterly.com/Business_Technology/BT_Organization/Competing_in_a_digital_world_Four_lessons_from_the_software_industry_3058
February 2013
160. “Of primary concern is the
temptation to fall back into
traditional command-and-control
management styles—
to demand fail-safe business plans
with defined outcomes.”
– David J. Snowden and Mary E. Boone
A Leader’s Framework for Decision Making
Challenge in a Complex Domain
162. “Accelerated cycles,
increased transparency,
and teaming outside the
typical organizational boundaries
(both within and outside the company)
will have great impact.”
www.mckinseyquarterly.com/Business_Technology/BT_Organization/Competing_in_a_digital_world_Four_lessons_from_the_software_industry_3058
February 2013
168. Thank you!
Want to reach me?
sbrinker@ioninteractive.com
Twitter: @chiefmartec
Software to help you be agile:
http://ioninteractive.com
More about agile marketing:
http://chiefmartec.com
169. Credits:
Inspiration from these brilliant people (and others):
Matt Blumberg
John Cass
Jonathon Colman
Frank Days
Jim Ewel
Neil Perkin
Todd Shimizu
Jascha Kaykas-Wolff
Agile Marketing
Kent Beck
Ron Jeffries
Mitch Lacey
Robert C. Martin
Kenneth S. Rubin
Michael Sahota
Ken Schwaber
Jeff Sutherland
Agile Development
David Armano
Brian Clark
Steve Denning
Jim Manzi
Eric Ries
Peter Sims
David J. Snowden
Brian Solis
And More
170. Thank you!
Want to reach me?
sbrinker@ioninteractive.com
Twitter: @chiefmartec
Software to help you be agile:
http://ioninteractive.com
More about agile marketing:
http://chiefmartec.com