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  • Thank you for writing me. No, seriously. All you ever want to do is read, read, read. I am not a story to be read, I am one you write. How that’s supposed to work? Easy. I will guide you through it. In the end, you will probably have problems to stop writing it. Please do take a pen and paper, then let’s proceed.

    Disclaimer: If you have experienced trauma or are working with a psychologist, then please don’t. Trigger warning. To the rest, enjoy the ride.

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  • A sharp pain stung T’Mir’s hand. Her operating knife had accidentally pierced her latex glove and epidermis. Clenching a fist, she tried to hide the green blood that was oozing out of her wound. From the other side of the table in the 1965 Pennsylvanian operating room, the chief surgeon was sternly staring into her eyes.

    Ten years after leaving her Vulcan crew member Mistral behind on Earth, …

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  • Many attempts at a definition of servant-leadership have been made. Whereas one big problem in organisations nowadays is the question whether leaders should be turned into servants, Greenleaf’s original work took the complementary perspective of the servant as a leader (1977). Although servant-leadership descriptions display typical transformational qualities, i.e., transforming the team into ever better versions of itself, it is sometimes separated in that it shifts attention from the organisational objectives and processes towards the people (Dutta & Khatri, 2017), or takes an indirect approach at achieving organisational objectives through development (and service to) the people (Hall, 1991, Northhouse, 2004, Stone et al., 2004). Servant-Leadership is frequently mentioned in the context of agile methodology and an agile mindset. The connection between the three terms deserves closer examination. Within the multitude of explanation approaches, two links emerge between servant-leadership and the agile mindset: the focus on individual agency and being based on principles, values, and beliefs.

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  • Here’s a small situational analysis that came up in a game, but so reminded me of what is wrong with our businesses.

    Assume you’re in a roleplay game. Assume you have an armada of spaceships. That armada flies in groups. One squad of destroyers, one squad of big tanky battleships, one squad of support ships. They fly missions. You join a couple of these missions in different squads and observe that there is one important ingredient missing: teamwork.

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  • When mapping time-to-market and quality-of-service as independent dimensions, it becomes obvious that there is something lacking in our language, that is detrimental to the success of any transition to agility. What do we really need to get past the bi-modal model of IT?

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