Vision is great, visionaries can and do change the world. But vision alone doesn’t give you a return on your investment. What are the real questions you should be asking startup founders before investing? Here's a start: Do they have the structure, product-to-market fit, and the appropriate time-to-market? Read this blog post by our founder Indra Books to find out more.

Most importantly, when we work with an organisation, we are technique agnostic. We never presume to have a solution before we have even identified the problem. The first step is making sure we are all at the same place or can get there, and then strategise the best way to do that - not just start out by saying “We are going to do Scrum.”

Daily checkins are important for a Scrum team. But if they don't add value, you need to examine why. When you are working in an Agile environment, everything must provide value. But eliminating something without inspecting and adapting is not going to yield results.

Implementing the transition to remote work should be done systematically. Experimental Backlogs are a great way to try things to see if they work before implementing them across the company. Read this blog post to learn about how to use experimental backlogs for a successful transition to remote work.

When working with Agile teams or companies, it's very important to think about how we perceive and engage with the most notorious of anti-transformation agents, “human blockers” or H.B.s. Read this blog post about how to engage meaningfully with human impediments to Agile transformation.

How do you handle it when the ideas just keep getting piled onto the workload, and it starts to look like a circus act of juggling plates? This is where the Three Idea Vision Board comes into play. Read this article and learn about how to keep the ideas flowing and work on implementing them effectively.

Visionaries have a very critical purpose in this world - to create visions. However, they should not be the ones embroiled in the execution of their vision. The result of this sort of entanglement is that you have talent that is stifled, and more importantly, you don’t deliver product.

Lean, Six Sigma, Lean Six Sigma, Flow, DMAIC - just google business process engineering or BPR and click on the image results; and you can see processes that have anywhere from 3 to 12 steps. So what's the answer? What are the steps that will work for you? Read this blog post and find out.

A primer for the recruiting process in an Agile team, and a five step guide to getting started with interviewing as a team with Agile principles in mind.

“My team is working fine. Why do we need to do this?” The team lead explained his (and his team’s) stance about value based team goal setting - they knew what they needed to do and deliver, so why did they need team goals and appraisals?