What are your company values? How does your behaviour relate to them on a daily basis? How do you continue to evolve the company values as the company evolves? How do you onboard new team mates into an existing culture and set of values?
There are many interpretations of “Agile”, varying processes and methodologies, such as Scrum or Kanban. However, the implementation of Agile techniques and practices needs to be contextual to the environment and constraints. A purist implementation will be at the detriment of the organisation. As such, teams are encouraged to consider Agile a toolkit and apply relative to the problem they are looking to solve.
We argue that Retrospectives are the most essential of all Agile practices. Not only do they embody the agile purpose of continuous improvement, they also create a learning culture. They are the engine that drives teams to perform better over time. Retrospectives should happen at regular intervals, which means they should be repetitive in occurrence. But they should not be repetitive in nature.
Recently workshopping with one of our clients, we were asked to take the attendees back to basics, "what does Agile look like"? As you can imagine, this is a pretty broad sweeping question with many possible answers.