In an Agile transformation of a technology organisation, limiting the transformation to just the tech people isn’t quite a fatal flaw but it is an inefficient and ineffective way to transform an organisation. Business stakeholders and sponsors are rarely expected to do anything more meaningful than show up to meetings and approve some stuff. That’s not particularly helpful but it does tick the box of “engaging” the business.

From where I am standing, on the border between the business and technology, Product Owners from technology are not a good idea. I have been challenged on this perspective a lot. There…


Insufficient skills to implement Agility is often indicated as a major impediment to successful Agile transformation. The topics you will need to train people on are well-described and documented: the values, the principles, the frameworks you have chosen (if you have one), processes, practices, team norms, roles and responsibilities, and new ways to lead, learn, inspect and adapt. A common approach to training involves getting everyone in the organisation into some form of introductory classroom training and then launching supplementary online modules on specific topics. This is what I think of as a “sheep-dip” approach. Yes, you will have trained…


‘Leader’ and ‘manager’ are often used interchangeably but they really aren’t the same thing. Theoretically, all Agile teams are small, self-managing units that have end-to-end ownership of the full value chain of the product they work on. Servant leaders guide the team but do not manage or control it in the same way as a traditional project manager might.

Becoming a servant leader isn’t easy. Many leaders are inflexible about their leadership style and do not vary it to account for factors in their followers’ ability or desire to follow. …


With a new generation of employees entering the workforce en masse, culture is more important than ever. LinkedIn’s Workplace Culture Trends 2018 research found that 71% of professionals surveyed in the United States would take a pay cut to work for an organization that shares their personal mission and values. It also found that 47% of professionals cited working for a company with an inclusive culture as the reason why they felt proud to work for their organisation. The C-suite can see this shift in the relative importance of culture to employees but responding to it has proved difficult.

Mckinsey research on culture as a barrier to digital effectiveness

In…

Bontle Senne

I have two careers: one as a leader of global Agile transformations in banking and one as a published author of, and activist for, African children’s literature

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