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When Agile isn’t Agile

The Product Coalition

Signs your organization has missed the point of Agile and it’s become another buzz-word! Treating Agile as just a method not part of a mindset, or culture, is a common contradiction in orgs trying to become Agile organizations. Not grasping the Why of Agile is behind many failures to transform into an Agile organization.

Agile 130
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Purpose vs. Product: Differentiate Your Strategy from Tactics (Portfolio & Roadmaps)

Johanna Rothman

Worse, many of these managers also want business agility. Business agility requires change. Let's differentiate between the strategic and the tactical. Monthly or bi-monthly to get the most business agility, assuming your teams can deliver at least once a week. Quarterly if your context doesn't change that much.

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Building an Effective Product Feedback Loop

The Product Guy

But instead of inheriting or installing a cookie cutter process (Read: Agile, SCRUM, Kanban, Waterfall) a better approach is to take a variety of solutions and unify them into one that works best for your organization. . Knowing their differentiating capabilities can help you capture market share away from your competitors. .

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Agile Approaches Offer Strategic Advantage; Agile Tools are Tactics, Part 1

Johanna Rothman

They think that the agile tools they use, such as boards, offer a strategic advantage. However, they adopt or “install” an agile framework or process without customization. Instead, agile organizations need flexibility, not rigidity. Instead, agile organizations need flexibility, not rigidity.

Agile 119
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Beyond Moats: Today’s Differentiators Are Tomorrow’s Table Stakes

The Product Coalition

Strategies for staying ahead — or catching up. Continue reading on Product Coalition »

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A Better Approach To Demoing Can Turn Sales Around

The Secret PM Handbook

The sales engineers felt this was due to a large degree to our “story” on agile. Our product was not as strong as some of our competitors for managing agile projects. ” Problem One: It’s Not About Agile. Our product’s portfolio management capabilities were a significant differentiator.

Demo 191
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Succeeding with Product Delivery and Scrum: 10 Tips for Product People

Roman Pichler

1] As simple as this sounds, there is a catch: To create value with Scrum, you must understand who the users and customers are, why people would want to use and pay for the product, which business benefits it should generate, and, in the case of commercial products, which features differentiate it from competing offerings.