Executive Update

5 Scenarios for Addressing Agile’s Cognitive Dissonance in Large, Non-Software Companies

Posted June 4, 2019 in Business Agility & Software Engineering Excellence
Dissonance

Large, non-software companies introducing Agile to their organizations tend to suffer from a cognitive dissonance of sorts: we would like to have the same look and feel across the entire company, delivering stellar-quality products, yet we want to enable high-performing, self-organizing, self-managed, and self-empowered teams to deliver (or demo) at the end of each sprint. This Executive Update summarizes five key scenarios in which this cognitive dissonance becomes especially evident for large companies, particularly with non-software teams.

About The Author
Catherine Louis
Catherine Louis is an independent Agile coach and founder of CLL-Group and PoDojo. Her specialties include Agile transitions in the scope of large, multinodal-solution, high-reliability systems, with large teams of several hundred to several thousand R&D employees. Ms. Louis focuses on leadership training, offering a unique Certified Agile Leader workshop based on her experience leading a large (over 2,000 developers) transition from phased-… Read More
Karen Smiley
Karen Smiley is an Agile analytics R&D leader with more than 25 years’ experience developing and managing data-driven scientific applications, systems, and services. Her industrial experience spans the full software-hardware development lifecycle in small startups to large global enterprises. Ms. Smiley and her teams have solved technical problems and improved development processes across the domains of healthcare, steel manufacturing,… Read More
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