Agile Principles

The Agile Principles are like guiding lights that illuminate the path to better outcomes. They go beyond specific tasks or actions and focus on broader values and ideals. For instance, principles could be as simple as “customer focus or “people over process”

Having guiding principles in place empowers teams to make better decisions, prioritise effectively, and work towards delivering valuable outcomes in an agile way.

Saying No to reclaim your time

Saying ‘No’ to Reclaim Your Time: The Art of Taking Back Control

Why We Struggle to Say No In today’s overcommitted, hyperconnected world, finding time for what truly matters can feel impossible. An always-on work culture combined with endless personal obligations leaves many of us overwhelmed and overextended. In fact, it’s one reason that burnout is such an issue for many modern organisations. While saying “no” may […]

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Why Getting Work Out Faster Requires Upskilling of Middle Management

Customers can be a fickle bunch, but there is no better indicator of a successful business than measuring the number of repeat customers. The challenge all businesses must face is that the speed that customers demand products is increasing, whilst at the same time products and services are more complex. Organisations must deliver more complexity

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Using agile principles to develop company culture. Part 4: Working Software over comprehensive documentation

  In this fourth post about applying agile principles at FutureLearn, Tessa Cooper, Director of People and Culture, talks about living your values, developing your people and focussing on feedback over comprehensive documentation. Before you read this you might want to read the first couple of posts: Part 1: Introduction Part 2: Individuals and interactions over processes

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Using Agile principles to Develop Company Culture Part 3: Customer Collaboration Over Contract Negotiation

In this third post about applying agile principles at FutureLearn, Tessa Cooper, Director of People and Culture, looks at Customer Collaboration. Including how you should identify, understand and collaborate with your ‘customers’.Before you read this you might want to read the first couple of posts: The second line of the agile manifesto principles is “Customer collaboration over

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Using Agile Principles to Develop Company Culture Part 2: Individuals and Interactions Over Processes and Tools

  In this second post about applying agile principles at FutureLearn (see the first) Tessa Cooper, Director of People and Culture at FutureLearn, talks about why hiding behind email and tools makes companies less efficient and how putting time into interactions with individuals can make a company more effective. “Individuals and interactions, over processes and

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Using Agile Principles to Develop Company Culture Part 1: Introduction

  Tessa Cooper, the Director of People and Culture at FutureLearn* discusses why she believes agile working principles can be used to develop company culture. This is her introduction to a series of posts. Many of the individual principles and practices that are promoted by agile development have been around for years, even decades. “Agile

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Meetup: Blue Ocean Strategy with Mina Boström Nakicenovic

We’re excited to welcome Mina back to AWA to share her latest talk about Blue Ocean Strategy (BOS). BOS proposes a systematic approach on how to innovate and how to find something new, and can be used for product development, processes and other areas within our lives! About this talk: ”Let’s innovate!” ”Wait, but why?!

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7 Warning Signs You’re Building the Wrong Thing and Why You Need to Slow Down

If you have worked in a scrum team, you’ll know that often you need to slow down first to get the results you need. In this article, we share a story about a team we worked with and the 7 warning signs which helped us to identify why they were consistently building the wrong thing,

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Understanding the Switch from Scrum to Kanban

This is a real-life story. It’s a story about addressing the concerns of senior managers who are wary of their delivery teams making their own independent decisions. It’s a common tale that many delivery teams face, and one where, as servant-leaders, scrum master and agile coaches need to support their teams in navigating. This story

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