Comments for The Agile Executive

Comment on I Should have Asked for Equity, Not for Cash by Reflections on Due Diligence | The Agile Radar

Reflections on Due Diligence | The Agile Radar — Mon, 16 Jan 2012 14:09:12 +0000

[...] November 27, 2011By israelgatI still remember the reception committee from the due diligence on Tideway I did for Apax Partners some seven years ago. The folks were awesome. I am fairly certain they [...]

Comment on A New Context for Agile by Devops a Wicked problem

Devops a Wicked problem — Sun, 08 Jan 2012 08:36:53 +0000

[...] is really a must there and requires collaboration. Also the inter-company silos fits in nicely with The Agile Executive – A new Context for Agile presentation on how we come to rely on external services in a SAAS model and this will be another [...]

Comment on Definition: Agile Development by Gebhard Greiter

Gebhard Greiter — Wed, 14 Dec 2011 08:50:47 +0000

For defining Agile we should focus on the goal of Agile rather than on the misleading way suggested by the Agile Manifesto: Please read The New (2011) Definitions of Agile and Be agile – forget the Manifesto.

Comment on Make the Hairs on the Back of Your Neck Stand Up by » The High Cost of Business Disruption » Scrumology

» The High Cost of Business Disruption » Scrumology — Sun, 04 Dec 2011 07:48:10 +0000

[...] an interesting blog post titled Make the Hairs on the Back of Your Neck Stand Up, Israel Gat discusses the difficulty of maintaining and adapting large ERP installations especially [...]

Comment on I Should have Asked for Equity, Not for Cash by Reflections on Due Diligence « The Agile Executive

Reflections on Due Diligence « The Agile Executive — Sun, 27 Nov 2011 15:51:49 +0000

[...] a comment » I still remember the reception committee from the due diligence on Tideway I did for Apax Partners some seven years ago. The folks were awesome. I am fairly certain they [...]

Comment on Make the Hairs on the Back of Your Neck Stand Up by The High Cost of Business Disruption | | ScrumologyScrumology

The High Cost of Business Disruption | | ScrumologyScrumology — Fri, 25 Nov 2011 04:55:28 +0000

[...] an interesting blog post titled Make the Hairs on the Back of Your Neck Stand Up, Israel Gat discusses the difficulty of maintaining and adapting large ERP installations especially [...]

Comment on Scrum at Amazon – Guest Post by Alan Atlas by Software Release Management. It’s more than an IT thing. | The Merchant Stand from Bob Williams

Thu, 03 Nov 2011 10:38:05 +0000

[...] That’s a paradigm shift for many traditional project organizations. But it’s a way to encourage lightweight processes and focus more on delivering value to the client quicker. Salesforce.com discusses release cycles that were becoming longer and delivering less before they turned to a process focused on smaller and regular releases. They saw an immediate increase in the number of features delivered per team and a reduction in the days between releases. Amazon.com, the largest online retailer, also uses regular release cycles. [...]

Comment on John Heintz on the Lean & Kanban 2009 Conference by Lean SSC Conference 2010 | Gist Labs

Lean SSC Conference 2010 | Gist Labs — Mon, 24 Oct 2011 15:31:30 +0000

[...] trip report from last year is on the Agile Executive blog for anyone interested. This entry was posted in posts by John Heintz. Bookmark the [...]

Comment on A Recipe for Handling Cultural Conflicts in Devops and Beyond by Agile Complexification Inverter: Thinking about company culture

Agile Complexification Inverter: Thinking about company culture — Mon, 17 Oct 2011 11:57:35 +0000

[...] The Reengineering Alternative: A plan for making your current culture work by William Schneider. How we do things around here in order to succeed. Agile 2010 conference session by Israel Gat. Posted by David :^{)} Koontz [...]

Comment on A Seven Year Retrospective by William Fosina

William Fosina — Wed, 05 Oct 2011 12:11:23 +0000

Israel is on target with his observation — for me a core belief that I had developed as a young man in the Israeli army: ordinary people can achieve extraordinary results. I would add that it takes real leadership to get the best out of people. Leadership does not always come from the top — to continue Israel’s military analogy — it can come from the youngest Private to the most senior of Generals.