Morphing the Innovation & Collaboration Paradigm

Iterative and incremental mind-set has proven to be the critical ingredient in any successful venture even in recent times. e.g. Richard Branson, Albert Einstein,  Thomas Edison learnt from numerous mistakes from the past. The difference was their incremental progression by learning from their failures and making new mistakes. 
Sometimes it’s more important to understand 'WHAT NOT' to do than to agree on ‘WHAT’ to do.

Radical change has been experienced by the software industry over the past decade. Unless the industry adapts and brings customers nearer to the delivery team in regular discussions on real progress – the crisis will continue, For any new methodology to work - the principles should be well understood before becoming flexible on practice evolution. Big picture has to be clear in the stakeholders' mind as it is a culture change - a paradigm shift from traditional practices to the new continuous innovation and disciplined execution mind-set.

In theory - these make sense but is it practical? 

A common question is what does continuous improvement culture actually mean from practical implementation in the organizations?

"Our life boils down to the infinite choices we make every day". 

The more we think about it and try to manage priorities - the higher the visibility of capacity control measures. Every day, we are challenged by the ever growing demands of economic pressures of our time. Business and solutions delivery organizations are always busy in fire fighting. There is a continuous need for accelerated time to market and with the ability to manage changing priorities. In addition to this competitive dilemma, organizational growth has a continuous risk of unmanageable succession planning and team morale.

Let us explore some of the ideas on how to define, create and sustain high performing teams in an agile world with innovation and collaboration. 

Some of the benefits of this technique are:
  • Accelerated time to market
  • Enhanced ability to manage changing priorities
  • Increased productivity
  • Reduced risk
The video recording of the webinar is now available.


Refer to the video for further information. 

Do whiteboards make us more innovative?

While attending a monotonous and mundane meeting one day - I couldn't help but notice one of my highly intellectual and visual thinking, team member who was engaged in a serious drawing activity. At first glance - it appeared to be a visual note-taking exercise! (more on this at the end...)

When senior management tries to improve innovation within the teams - it is sometimes a sign of peer pressure or tough competition. Human beings, by nature are resistant to change and being asked for more innovation doesn't produce easy results.

Typical organizations have numerous meetings and yet very few people draw stuff while staying engaged within the conversation.

Research shows that warm and balanced communication has proven effectiveness.
When embarking on a journey towards a culture of innovation - try some of the following basics:


  • Convert all office walls (especially meeting rooms) into white boards.
  • Have plenty of markers available.
  • Conduct meetings next to these boards.
  • Make it a habit to draw pictures, add annotation & ask others to contribute.
Coming back to the story we started with:
(...) upon closer look - the visual thinking intellectual was actually trying to draw a cartoon character from the memory. Without drawings and bullet points - the meeting was a complete waste of time for her.

The richness in communication channel is marked highest with face-to-face whiteboard communication, however - it does not ensure that the audience will be more innovative.

New Book - Agile Laments (Continuous Innovation & Disciplined Execution) - GCC Edition

Before embarking on this highly demanding life-long journey, it is an unfair expectation from a short two-day agile training to address all the cultural and process challenges. A careful and overarching need for disciplined execution and continuous innovation and related expert coaching is mandatory for a positive impact change.

Rest assured that going on two-day ‘sheep dip training’does not positively change culture by any stretch of imagination.

Being trained as a ‘Certified Scrum Master’ is like saying,
“I will be able to fly commercial aircraft with a two day extensive training’.

Yes - you might be able to grasp the theoretical concepts. However, handling real-time challenging situations has numerous prerequisites. Good simulated knowledge, tremendous practice, regular training, and well managed coaching are some of the critical attributes for a successful agile and lean transformation.

Organizations in the GCC region typically have a cosy carpet culture where change equates threat

A standard response to productivity, innovation and motivation improvement initiative is:

“Why fix it when it is not broken!”



When such organization embark on a transformation journey with the introduction of various standard and proven techniques, numerous unique challenges show up. Real-life economic pressures play a vital role in bringing practices on-board. This ‘Libra’ varies dramatically across verticals and regions. Initially, the practices are tailored in good faith and this evolution is aligned with the principles. However, unless we are careful - the essence of agile values is lost over time in this adaptation process
Available on amazon -  follow the link: bookpge.agilelaments.com

Have a read through this GCC Edition for the book "Agile Laments" and your suggestions or comments are most welcome at more@agilelaments.com


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