All Posts by Andre Badenhorst

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About the Author

More than 20 years of experience in Information Technology with a primary focus on designing and developing software solutions on all application tiers. Also, solid theoretical background in curriculum studies and hobby thinker on new education.

Mar 19

78. Kanban for IT Leaders in Mid-Sized Businesses

By Andre Badenhorst |

78. Kanban for IT Leaders in Mid-Sized Businesses

Starring: Dimitar Karaivanov  (CEO of Kanbanize)
Episode Type: Expert

Abstract:

Are there any cases where Kanban can't be applied?
What is the biggest advantage of Kanban for IT teams?
How do we get business owners involved in Kanban processes?
How do you determine WIP limits to ensure effective flow?
What is the best - physical or digital boards?

In this first session out of four, Dimitar answers these and more questions from the webinar participants.

Preview

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Mar 06

77. Governance Is Your Friend

By Andre Badenhorst |

77. Governance Is Your Friend

Starring: Paul Galland  (Director and Value Creator at Flipside Enterprise Services)
Episode Type: Expert

Abstract:

Governance is often seen as a bad thing and a big hurdle, especially if you are working in a mid-market organisation.

In this episode Paul provides some insight from his many years of experience on this topic. He especially goes quite into detail on the difference between soft and hard governance and how every organisation does have a huge amount of soft governance in place, whether you realise it or not.

He does also warn against throwing out the baby with the bath water when the need for some more hard governance has come.

Preview

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Feb 26

76. The Value Divide – Aligning Technology to Business Needs

By Andre Badenhorst |

76. The Value Divide – Aligning Technology to Business Needs

Starring: Craig Armour  (Principal, K C Armour & Co)
Episode Type: Expert

Abstract:

IT Leaders are more and more often expected to create IT Strategies that add real business value. But how does one define business value? And how is it determined in our organisation? In this session Craig and Mathias first discuss several theoretical models, but quickly dive deeper and look at concrete steps that IT and other leaders can take to determine the needs of their own organisation and how to go about implementing them.

Preview

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Feb 22

75. Business Agility Does NOT Equal Agile Software Delivery on Steroids

By Andre Badenhorst |

75. “Business Agility” Does NOT Equal Agile Software Delivery on Steroids

Starring: John Dobbin (Co-founder of Infagility)
Episode Type: Expert

Abstract:

‘Agility’ has become a buzzword. Based on the success witnessed in digital teams, many companies are now striving to make their entire organisations ‘agile’. Every major management consultancy is pushing it. McKinsey call it the “new dominant organisational paradigm”.

Although the term Agile gained traction through its ascension in the software industry, the Business Agility body of knowledge stems mostly from lean thinking and complexity theory. While there is a notable overlap, practices such as “scrum” that software developers use do not necessarily transfer to other domains. Organisations that attempt to simply graft practices that evolved in the software domain onto another will be unlikely to achieve business agility.

At the core of agile thinking is cluster of interrelated topics that together represent an ‘agile mindset’. A newcomer to agile thinking can gain considerable advantage by learning the core concepts that underpin agile practices. These include: agile’s genesis, the concept of adaption, a growth mindset, a practical understanding of complexity, lean thinking, thin-sliced experimentation, design thinking, and agile leadership and change.

Individuals, teams and organisations that want to survive and thrive in the dynamic business landscape of today will greatly benefit from properly understanding what business agility is really about.

IT Managers, CTOs’, CIO’s in particular must understand the differences between agile software delivery and agile business if they are to successfully influence positive change.

In this episode we will be discussing the core concepts that underpin business agility and why nothing less than a paradigm shift is needed to break the shackles of 100 years of industrial-era management thinking.


Preview

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Feb 06

74. A New Breed of IT Manager – Embracing Change

By Andre Badenhorst |

74. A New Breed of IT Manager - Embracing Change

Starring: Debbie Baird (Group IT manager at Briggs Marine & Environmental Services)
Episode Type: Case Study

Abstract:

Debbie has had quite a different career journey than probably a majority of IT Managers, but this has put her into a position to maybe look at the role a bit more objectively and help her identify what is needed today and into the future and how this role can be a major change agent in many organisations. 

IT Managers have grown up with constant change, but we often do not realise how this resilience can be of major benefit to help our organisations survive and thrive in these uncertain times.

And you don't have to directly tackle major company-wide projects. Rather start with your peers - the heads of other business teams - and make them excited about the possibilities that technology can bring to their departments.

Preview

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Jan 31

73. How to Fix Remote Work’s Most Troublesome Bug: Ghastly Online Meetings

By Andre Badenhorst |

73. How to Fix Remote Work's Most Troublesome Bug: Ghastly Online Meetings

Starring:
Judy Rees (Author, Speaker, Consultant, Trainer and Coach | Rees McCann Partnership)
Steve McCann (Consultant | Rees McCann Partnership)
Episode Type: Expert

Abstract:

Love remote working but hate remote meetings? This session's for you. 

Remote working has some great features. People get to avoid nightmare commutes and work from places that suit them, with a diverse bunch of skilled colleagues from all over the world. Organisations can access a wider pool of talent and cut office costs. 

But is it worth the price? Remote meetings. They're often boring and ineffective. That leads to poor communication, misunderstandings, conflicts and broken work relationships.

In this session you'll discover that it doesn't have to be like that. 

You'll learn some simple tweaks that can turn remote meetings you attend into compelling, creative conversations. 

In this highly-interactive session, remote event facilitators Judy Rees and Steve McCann will share top tips.

Preview

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Jan 24

72. Rethinking Agile

By Andre Badenhorst |

72. Rethinking Agile - Why Agile Teams Have Nothing to Do With Business Agility

Starring: Dr. Klaus Leopold (Computer Scientist & Kanban Pioneer| LEANability)
Episode Type: Expert

Abstract:

In his new book, Klaus describes how a company prepared their agile transition in exemplary fashion: 600 employees reorganized into cross-functional teams, their work visualized and practically perfect Standups and Retrospectives held. The result: Time-to-Market for the products became worse – and not a trace of business agility.

He also makes a controversial claim: Do not start by making teams agile – this will save your nerves and lots of money!

During their discussion, Mathias and Klaus delve a bit deeper into this statement and Klaus introduces his model of three Flight Levels. They also specifically look at (mid-market) companies who are only starting out on their journey, how to approach such a situation and which flight level you should be initially focusing on to prevent heading down a dead end to begin with.

More info:

Jan 16

71. How Non-IT Clients Respond To Visual Workflow Tools

By Andre Badenhorst |

71. How Non-IT Clients Respond To Visual Workflow Tools

Starring:
Brennen McLean (Principal Advisor | Tacklebox Solutions)
Rashid Golchin (Principal Advisor | Tacklebox Solutions)
Episode Type: Expert

Abstract:

Small and mid-sized businesses often don't know where to start when tackling business process optimisation and automation.

During this session we discussed some approaches how to get started with mapping out, optimising and automating business processes. All this needs a breakdown of silo thinking within the business, but also the inclusion of specialist knowledge that no business of that size can be expected to have in-house or easily develop.

Worldwide we are seeing all the more relatively senior experts become available as independent consultants, but businesses often don't know that there is help "out there".

We spent some time deliberating how to engage with external consultants on a short and longer term basis to optimise the outcomes whilst keeping expenses in check.

More info:

“We’re buried in paperwork.  We spend 40%-50% of our time chasing paper.  Nobody seems to know what’s going on with half of our orders!”  This is the anguished cry of an owner or manager in the “dusty boots” companies (manufacturers, field service providers, fabricators)  who comprise the bulk of our client base at Tacklebox Solutions.

When we transition our clients to digital, visual workflow tools such as Kanbanize, we have the following objectives:

  1. Create a digital, visual workflow map and have the work flow through that map.  This way, any worker in the company with a screen and an account can finally see where an order, job, shipment etc. is in their specific workflow.
  2. Provide pathways and connections through the visual workflow map and related database tools for photos, videos, documents and links so that workers can easily access important information.
  3. Integrate digital, visual workflow tools with other technology such as ERP applications, mobile form applications, digital checklists and more so that workers can access more useful functionality from a central tool.
  4. Train and support all team members so that all of the technologies are working well for the people and companies who are using them.

When we work hand in hand with clients to achieve these objectives, we see two things:

  1. A sense of relief!  This newfound visibility into their workflow makes day to day work so much less stressful and much more productive.
  2. Growth.  With less time focused on chasing paper, making phone calls and sending emails, there is more time to spend with clients, with co-workers and on continuing to improve at work and beyond.

Once set up and running, digital visual workflow is a new and exciting window into the client’s  business. This shift from running blind and chasing paper to working with a toolset like Kanbanize is often overwhelming for clients.  They are amazed at their newfound ability to see what’s going on and to get more done with less stress!

Jan 08

70. The Leadership Side of Digital Change

By Andre Badenhorst |

70. The Leadership Side of Digital Change

Starring: Philippe Guenet (Principal Consultant | Founder, Henko)
Episode Type: Expert

Abstract:
When people think about digital transformations, the first elements that come to mind are new technologies and the adoption of Agile ways-of-working. 

When questioning later why change is struggling, most will mention People and Leadership. Many opinions then get expressed making it very confusing.

In this session, we will aim to explore what makes Digital Leadership and how we can help to shape it.

We will explore why and how to build the intelligence and the autonomy of teams, how this challenges traditional leadership. We will also revisit old classics like Kaizen and what to make of them in Complex volatile environments.

Dec 06

69. Lean Management – Operational Excellence as a Business Strategy

By Andre Badenhorst |

69. Lean Management - Operational Excellence as a Business Strategy

Starring: Gerard Chiva (Managing Director | Co-founder | Business Consultant | Executive Coach at Aktia Solutions)
Episode Type: Expert

Abstract:
Most of us think of strategy as reaching a new market, developing new products or acquiring companies. Whilst that is true, the first and most important strategy any organization should be focusing on is operational excellence.

If your processes are full of drama, if you are slow, with quality problems and low productivity, it doesn’t really matter your breakthrough strategy; you won’t be able to compete.

Agile was born to solve these execution problems in software development. However, after 15 years of the famous Agile Manifesto, very few companies have been able to really benefit from Agile.

Many managers and executives do not even want to hear about Agile anymore.

We have been reinventing the wheel and creating models and frameworks which don’t work. Or which are poorly implemented due to lack of understanding of the underlying principles of LEAN THINKING.

There are a few basic things you need to do in order to achieve a strategic breakthrough, everything else is just patches or pretending to be.

Today we will see what are the traps of Agile and how to succeed by applying fundamental principles of Lean Thinking.

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