Organizations cannot expect to survive without innovation (Davila 2006). To become and remain innovative requires us to collaborate across borders in order to turn information and knowledge into innovation.
Developing software is by definition both complicated and complex. Adding to the equation interactions between people and teams in large networks makes it even more challenging.
I have spent the last decade guiding teams, organizations and leaders on their journey towards agile and self-organization. From my experience it is far from easy and straight way forward but it is my belief in teamwork, that the whole is greater than the sum of the parts, which keeps me going.
Most of us realize that the real value add in software projects is performed by those who write and deliver code, and most of us acknowledge that they are knowledge workers that cannot be controlled from top.
The only way to manage such systems is to empower teams that can navigate through the unknown by learning and adapting to the continuously changing environment. Self-organized teams must be extremely good in solving their own problems, taking decisions that meaningfully impacts others and they must possess a set of communication skills that enables them to cooperate both team internal but also cross organizational borders.
Leaders also play a vital role and impacts the success of teams, they need to facilitate development, protection and direction of the self-organized system through their way of leading and sometimes not leading.
By providing coaching and training to teams and leaders I put focus on the human aspect of complex systems, enabling people to collaborate and interact, turning information and knowledge into innovation. My focus is both on individual, teams, and leaders but also on the organizational environment that should support its parts.