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Product & Engineering Leadership
What is the challenge?
- Without understanding of what being agile means it is difficult to know how to affect the necessary changes on the path towards agility.
- Many development teams have been trained in agile. Most executives have not.
- Agility cannot thrive when constrained by traditional, waterfall-based management approaches.
- Dysfunctions between product and engineering are frequently caused by conflicting goals, incentives or vanity metrics that can lead to organizational and product weaknesses.
- A healthy, open and trust-based working mode between product and engineering leaders is cornerstone for the sustainable success of any agile transformation and digital innovation effort
- Between product and engineering organizations there are frequently needs to balance conflicting priorities such as predictability and adaptiveness.
What we offer to support you
- Establish baseline of current agile savviness and propose skills development as necessary – including for the senior leadership; provide opportunity for first-hand agile experiences particularly for executive and non-engineering leaders;
- Establish a healthy tension between product and engineering based on respect, trust, carefully defined mutual goals and full transparency;
- Focus on optimizing the whole – product and engineering together;
- Utilize agile methods as foundation for combining continuous innovation with disciplined execution;
- Encourage continuous learning and improvement – for work both within the system as well as on the system of product discovery and delivery;
- Define a holistic and balanced measurement system encouraging systematic improvement of effectiveness, efficiency and sustainability of software delivery capabilities.