Status Updates From Agile People: A Radical App...

For agile to be successful, you need to come to the stage where you are not just using the tools - you have also changed your mindset and work with new principles and a new set of company values that will gradually form your new Agile culture.

The structure of the company consists of the reporting lines, functional departments, and organisational design

Leadership/Culture:

It's about creating those good circles where the culture and the structure reinforce and strengthen each other and where there is a balance between the two

To evaluate the maturity level in a particular organisation you need to look at the entire organisation instead of one small piece of it. Each department and team affects the whole. A whole-system approach to examine Agile maturity needs to consist of four main Pillars: motivation, change areas (former processes and IT systems), leadership/culture, and structure

Modern managers are like gardeners. Their job is to create an environment that supports growth and provide the prerequisites that support abundance. Managers cannot force the seed to grow. They can provide all the appropriate conditions for growth, like water, good soil, enough sunshine, removing the weeds etc.

Relatedness:

There must be significant social interaction before we start producing oxytocin in the brain which is the hormone that makes us feel good about others. Oxytocin is produced under a variety of positive circumstances, but it is most often associated with love and laughter. 

Elements of the SCARF model:
- status
- certainty
- autonomy
- relatedness and
- fairness

All about the SCARF model from this page

Employees experience organisations as a social system not as a system designed for Economic transactions.

It doesn't matter whether the pain is physical or mental it registers in the same location and feels the same. In other words, social pain triggers the same brain response as physical pain

Well-functioning teams do more for each other than they do for themselves. 

In high-performing teams, one plus one equals three. People build on each other's competencies and utilise their differences to be the strongest they can be. It takes hard work and communication

To combat control issues in the workplace create an environment of transparency. The more transparent a company is, the less need there is for policies and rules because culture begins to take over

HR really has to get rid of all the stuff that is not cool, like administration. Payroll could be done by finance. Legal should do legal documents. HR needs to focus on the people

The Agile HR manifesto from https://www.agilehrmanifesto.org/

Annual performance goals and ratings are often completely out of sync with our initiatives and goals. The dynamic creates internal conflict, especially within Agile IT teams

Nice case study/example of running a self-selection exercise as a team-build. So teams formed based on the constraints (in round 2; no one did anything in round 1). Results weren't actually used BUT were compared against how the manager would have arranged the teams and differences explained.