It has been an amazing year in so many ways. Some of it not so good, but a lot of it fantastic!

We are at a watershed time. Most people are unaware.

There is a lot of criticism of SAFe lately. But if not SAFe, then what should you do?

Elon Musk presents many apparent contradictions. We have used SpaceX as a model for organizational agility, but that does not mean that we support everything that their founder does, or everything that SpaceX does. Real world situations are always a mixture and not so black-and-white. In this article we consider some of the things to model, and some things not to model.

What is neurodiversity? And what does it mean for agility? You might be surprised.

It is hard to compare the Agile 2 Foundations training to most Agile certification training: it is like comparing a Formula 1 racecar to a bicycle that barely works unless you make a lot of changes to it first. Find out more!

A downturn is when you should be “sharpening your swords”. That means investing in improving your agility, your connection with your customers, and your quality.

Organizations tell us that their Agile coaches are ineffective - we hear that again and again. Why is that? We claim that the Agile community has defined the role in a ridiculous way that is inappropriate for what organization's want from their coaches.

Digital companies are far more worried about getting the work done than about how efficient they are. Training is the fastest and most sure way to increase capacity. So what if some leave? - what matters is if you have enough capacity.

A digital transformation is more than a shift in one’s methods. It is a shift in behavior and organizational culture—as well as one’s methods.

We have moved from our study of leadership to focus on cognitive flow and how groups of people collaborate well and make good decisions.
Effective collaboration is not an event: it is a process over time, and effective collaboration about complex issues requires talking, listening, writing, reading, and thinking. And not necessarily in that order or as one-time events.

Organizations want to move fast, and they are often told that they need to “modernize their architecture” as a solution, but architecture is not usually the problem.

If you don’t focus on the right things, then everything else that you do will have little impact.

Most DevOps training is awful: it is either abstract fluff or it is a tour of tools. In contrast, our DevOps training covers the real issues that occur with multiple teams and multiple products.

Coming out of the pandemic and sea changes that we have seen across the business landscape in 2021, managers are trying to figure out what their go-forward strategies are. But one thing is clear: agility is more important than ever.

A wait-and-see approach to fixing your agile transformation can lead you into a deep chasm from which it is difficult to come back

Agile 2 training is not like other agile training. Based on Agile 2, it covers leadership, collaboration, people, culture, flow, and much more. And rather than a framework or someone’s idea of how to “do Agile”, it is real stuff: the leadership content reflects research-based leadership models, the collaboration material is based on cognitive science, and the “flow” content is based on operations research.