adesso Blog

In the world of agile software development, there are various approaches to help teams work together efficiently and deliver high-quality products. Two popular models are the classic Scrum and the Spotify model. In this blog post, I will explore the differences between the two approaches and examine their respective advantages and disadvantages.

Lightbulb moments are not something you can explain, they are something that you need to experience. Just like success factors for agility. As an agile coach, I often deal with teams who want to become better. If we engage in this process and accept the uncertainty, we can learn and gain new insights. Mindfulness facilitates this process and can help you work more successfully.

Scrum, which is the best-known framework, promises to pave the way to agility if used correctly. The aim of this blog post is not to explain or define Scrum. Instead, we will be taking a closer look at the requirements and the challenges when it comes to agile scaling that need to be overcome to get a majority of a company’s staff on board.

No Scrum values, no successful application. The Scrum Guide leaves us with many uncertainties. We have to find a solution ourselves using the values and framework. However, applying Scrum successfully depends on whether people are able to live out the five Scrum values. In my blog post, I will show you why this is important.

As soon as ‘agility’ becomes a topic within companies, the Scrum framework also enters the conversation. This framework is easy to understand and quick to implement, but difficult to put into practice. For success, we need a specific inner attitude. Behaving in a way that adds value and exemplifies the Scrum values builds trust. Our attitude of trust in the cause and people gives us the ability to shape our success.

Self-organisation is a guiding principle of the agile working model. But what does self-organisation mean for leadership work in real terms? And how is it possible to ensure that the strategy is still pursued? In this post, I’ll be providing further information on the self-organisation of agile teams and their leadership from the perspective of management and executive-level staff. Along with that, I will also outline the approach a company needs to take when developing the organisational framework if it wants to become more agile.