“We cannot be more Agile!
Since we are a modern organization, as part of our multi-year, new-generation strategic plan, we allocated budget for innovation.
There is no better way to spend it than on certifications! Most of the people in the company took two-day classes, while a few took a three- or four-day training.
Now we were ready! With all that knowledge we are at the same level of any innovative, forward-thinking organization.
The future looks great for us!”
“In traditional, hierarchical companies, technical and operational teams do not know much about the business side of the organization.
Although company size seems to be a reason, experienced Agile coaches usually say that company size could be a factor but never a reason.
The main barrier might be the mistaken belief that knowledge is power: by sharing information and making it available to everyone in the organization, Management’s power can become threatened and diminished.”
Willing to foster change? Willing to make things happen?
“In 2020, due to the pandemic, some companies started offering on-line classes and certifications. Prices went down about fifty percent, while content, quality, and ‘value’ went down significantly.
In 2021, many more companies are selling certifications on Scrum and “Scaling” stuff. From January to May prices went down more than 75 percent on average, there are discounts due to weekends and holidays, offerings include 2×1, and some companies even set country fair-type prices: free for the first two people, 95 percent off for the next three, 80 percent off for everyone.
1) Is that normal in this field?
2) Is it worth it to take those classes?”
Anytime, the words ‘I want’ or ‘I need’ are in your head -or in your mouth- you are in a negotiation.
The most dangerous negotiation are the ones you do not know you are in. And all of us are probably in five to seven negotiations each day:
Turn the negotiation into a collaboration-connect. You would be shocked at how far you will get when you connect with people.
And remember: the commodity that is in all negotiations is time…and it is a commodity that we all have.”
Organizations needed to control technology will shift from bureaucracy to Ad-hocracy, from permanence to transience, and from a concern with the present to a focus on the future.
In such a world, the most valued attributes of the industrial era become handicaps. The technology of tomorrow requires not millions of lightly lettered men, ready to work in unison at endlessly repetitious jobs, it requires not men who take orders in unblinking fashion, aware that the price of bread is mechanical submission to authority, but men who can make critical judgments, who can weave their way through novel environments, who are quick to spot new relationships in the rapidly changing reality. It requires men who, in C. P. Snow’s compelling term, “have the future in their bones.”
Finally, unless we capture control of the accelerative thrust—and there are few signs yet that we will—tomorrow’s individual will have to cope with even more hectic change than we do today. For education the lesson is clear: its prime objective must be to increase the individual’s “cope-ability”—the speed and economy with which he can adapt to continual change. And the faster the rate of change, the more attention must be devoted to discerning the pattern of future events.
It is no longer sufficient for Johnny to understand the past. It is not even enough for him to understand the present, for the here-and-now environment will soon vanish. Johnny must learn to anticipate the directions and rate of change. He must, to put it technically, learn to make repeated, probabilistic, increasingly long-range assumptions about the future. And so must Johnny’s teachers.
July 1970 – Future Shock by Alvin Toffler
If something is not working the way you would like, try changing your approach.
For instance, sometimes it is useful to remind ourselves that our opinion should be just that, our opinion, not an attempt to change someone else’s opinion.
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