Volatility, uncertainty, complexity and ambiguity (VUCA) implies that at the portfolio level we need to deal with an entirely new set of challenges: ever changing and fluctuating demand, diverse customers with conflicting priorities, heterogenous capabilities, and mixed types of demand that are incommensurable.

Do you have an interesting, challenging question about Kanban? How can you apply Kanban in your unique situation? What more can you do with it? Where should you pay attention to ensure success?

Your customers value timely delivery of good quality products and service. Business managers and stakeholders want to make sure that they see progress and get real benefits from the Agile transformations of their organizations. Employees enjoy working in an environment of respect, transparency and balanced workload.

Strict Scrum may cause more problems than it solves on marketing teams, but by creating their own customized hybrid methodologies these non-IT teams can enjoy their share of Agile success.

Klaus Leopold discusses an agile transition where approximately 600 people were involved. The goal was to shorten the time-to- market for initiatives to be able to respond to customer needs more quickly and, as such, improve business agility. In order to achieve this, a reorganization was carried out. Cross-functional teams were constructed so knowledge needed for development was fully available within the team. In addition, the teams were categorized by product in order to remove any dependencies. Visualization of the work, Standup meetings and Retrospectives made the agile transition complete - but the expected improvements did not occur.