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Brian Link
Business Agility Coach | Author | AI Advisor | Gentle Instigator
Brian Link is an agile coach and software management executive with over 20 years of experience in VP of Engineering, CTO, and Director roles, specializing in guiding large agile transformations and fostering business agility.
He strongly advocates for the agile mindset and its principles for business success, evidenced by his involvement in creating the Business Agility Midwest conference in North America.
Brian's professional journey includes diverse roles at startups, consulting firms, and established companies, showcasing his entrepreneurial focus, continuous learning drive, and commitment to servant leadership.
He holds a Bachelor of Arts in Computer Science from Boston University and has a solid educational foundation from Williamsville East High School.
Highlights
The people who run Agile CoE's and Lean Agile Centers of Excellence have a difficult job balancing what is best for the organization.
It may be tempting to scale up as much training as possible to educate everyone en masse. "if everyone just knew all the things... it'd be easier for the company to make progress being agile" ...
It's also tempting to focus on leadership first. Senior leaders need to set the example. Say the right things. Reinforce the right behaviors. Put an end to older unhealthy behaviors. Teach middle managers how to support agile ways of working. And yet... this can take time. Because "we also need to build the value streams and figure out how we'll become a product-led organization and define the strategy" ...
And it's more than tempting, but very popular to first work on "making teams awesome". Let's build up the scrum masters and product owners and get the teams to start working in an agile way before we "scale". By defining our agile point of view as a company, we can help those on teams feel more connected to our strategy and focus on value delivery not just the squeakiest wheels asking them to "build stuff" ...
And yet ... if you've been on enough agile transformations you know there's something wrong with every single one of those three approaches.
So what do you do?
Every organization is different, so there's no clear answer. But what I can tell you is that you have to feel that out and find a way to create tight feedback loops so you can even think about possibly working on more than one of the three at a time. Just like learning to coach a single team we have to "meet them where they are"...
Maybe the strategy should be to build a few model agile teams first. Educate their leaders so they're well supported. Build the training just in time as it's needed so this one corner of the organization has most of what it needs for your new model for success.
Then evolve organically. Ask yourself frequently, "what would be the right best next thing to do NOW?" ... because it will inevitably change. And maybe very quickly.
Consider the pushback in our industry on SAFe. Most coaches dislike it because it's misunderstood by executives, as if it's a defined roadmap to success... a way to "install agile at scale". (Nevermind the capital A capitalism) But even SAFe is not meant to be implemented all at once. Some of their success stories are "partial installs" at best. Companies need to decide what suits them. No single framework should be ever be absorbed and adopted wholesale, IMO. You have to think and know what you really need and why you need it.
Maybe the right approach is something like the sentiments in the "Manifesto for Scaling Agility". A value based approach to adapting as you scale. Focus on building a shared understanding of the vision, organic growth over predefined structures, favor a high performing organization over any one team or part, and team empowerment up the chain over old policies.
🤷♂️ YMMV
I've learned a lot about the Kindle KDP self-publishing process. It is not trivial and boy did I underestimate the amount of time it takes not just to edit but to execute the publishing process properly on KDP. I'm psyched my book is published now and thrilled I was able to do it on my own. But if you're thinking about it, let me know and I'll do what I can to help you in advance.
Meanwhile, I've updated the book description to something much more appropriate than the placeholder I was sort of stuck with for a few days. (Even updating a book description can take 24-72 hours)
