Musab barakati

Humans under sever trauma  have four responses: Fight, flight, freeze or fawn. During COVID we saw all those reactions in the workplace. That is not sustainable as we need to adapt. Many organizations adapted as an impressive speed. Not because they were ready for COVID 19, no one was, but because they had the ability to adapt to any situation. This ability to adapt is Agile and organizational agility. This goes beyond organizations. Countries were not prepared, as governments through policies and regulations, or as citizens. Some countries adapted and raising testing capabilities, social distancing, and masks. Science was the foundation for their actions. For parents who have children in school had to adapt to online schooling. In Jordan we had a national platform (درسك) and private schools had their own platforms. The largest digital adoption in human history accomplished in a short period of time. To adapt or to be irrelevant. It is a matter of speed at which we can take new act...

M ost employees are not engaged at work ( 59% as the lowest estimate ). Many organizations are failing to adapt to customer needs and market shifts. I always wondered how did we get here? Understanding the current mindset in the workplace is our invention and what brought us here cannot take us forward. The Progress of the industrial revolution The industrial revolution has brought wealth and abundance we have never seen before. Cars replaced horses, average people can afford to have many shoes, and having a refrigerator in most places is a given. All this seemed science fiction 200 years ago. The pace of progress significantly increased during that period compared to previous history. This included technological and institutional inventions such as patent rights and corporations. Yet,  this pace is not enough anymore, neither is the way of thinking that got us this far. The industrial revolution focused on important aspects, such as efficiency, utilization, and unison. This solidi...

 Let us start by identifying an Agile change to “requirements.” In the Agile Manifesto it does say that responding to change is more valued than following a plan. However, that does not mean that Agile is changing for the sake of changing. So what is the source of that change? And what changes do we want? The answer is in the 2nd principle “Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage.” So the customer’s competitive advantage is what we change for. The competitive advantage does not change on a daily basis. Not even on a weekly basis. Opportunities do arise sometimes, and the opportunity should be significant enough to drop all what we are working on to pursue it. If your requirements are changing on a daily basis, these are not requirements, these are whims. There are three main costs to this rapid switching: Costs of task switching Lack of clarity of what is needed Inability to deliver consistentl...