Role definition and change management are the most difficult obstacles to overcome for large organizations that adopt Agile. Employees can feel threatened and pushed out of their comfort zone by the barrage of changes—from the process they use, to the changes in titles, the reporting structure, and the focus on results versus risk mitigation. This article explores how best to facilitate role changes during an agile transformation.
Ayn Rand wrote “Capitalism demands the best of every man – his rationality – and rewards him accordingly. It leaves every man free to choose the work he likes, to specialize in it, to trade his product for the products of others, and to go as far on the road of achievement as his ability and ambition will carry him.” Atlas Shrugged was one of the most influential books for Aurimas, a first-generation Lithuanian immigrant who to this day sees America as the land of dreams and opportunity.
At 27 years of age, Aurimas and his partners founded Devbridge Group. During the last 10 years and with no outside funding, Aurimas has grown Devbridge Group into a 30-million-dollar technology powerhouse with nearly 300 employees across five global offices. The company builds strategic digital products for clients such as Grainger, kCura, John Deere, Morningstar, Fitch Ratings, Berlin Packaging, Art Institute of Chicago, and several Tier 1 banks in the US and Canada.
Aurimas' attributes his inspiration to found a software design and development company to his parents and upbringing. His mother, an art teacher at the time, used to take Aurimas along to drawing excursions with students twice his age. His dad, a physics professor, built Aurimas his first computer when he was six. An elegant blend of design and science is what stands at the core of the Devbridge brand today.
Aurimas’ real passion is a never-ending fight against mediocrity in everything that he or the company does. As a result, Devbridge Group has been recognized by the Inc. 5000 four years running, a National Best and Brightest Company to Work For, Inc’s Best Workplace 2017, and a top employer by Inc. Magazine.
Capitalism demands the best of every man – his rationality – and rewards him accordingly. It leaves every man free to choose the work he likes, to specialize in it, to trade his product for the products of others, and to go as far on the road of achievement as his ability and ambition will carry him.Ayn Rand
At a bare minimum, software applications need to be usable and useful. But more organizations are seeing the benefit in building digital products that tolerate user mistakes and allow users to learn the systems in a fraction of the time and training costs. This approach, design thinking, has given the discipline of design a greater voice in enterprise digital strategy. Products that adopt design thinking not only meet the bare minimum usability requirements, they also create brand advocates. This post details how design can take products from usable to useful. Then, to desirable—and finally—to delightful.
Underinvesting in a company's culture results in lower employee engagement and, in turn, a higher cost of doing business. Gallup reports that 70% of the U.S. workforce is unengaged. The negative financial impact? Around U.S. $450-550 billion per year. This post discusses themes for investing in and changing culture for the better to ensure team members are energetic, engaged and impassioned.