9 Agile software development – corporate culture eats agility
Posted: Sat Jan 25, 2025 9:53 am
The new IBM z16 has proven this once again. The dinosaur, long declared dead, will live for many years to come. However, every company must decide for itself how it can best meet the needs of its departments and with which technology. Demographic change and the replacement of mainframe skills will play a central role. There is no "one" ideal path to legacy application modernization - it will always be a mix of different approaches.
However, the topic of mainframe modernization can quickly become a ticking time bomb. Experience from current projects shows that, depending on the initial situation, a migration can take more than five years and cost tens of millions. By then, most baby boomers will have retired and the knowledge will have been lost.
My clear recommendation: analyze your current situation with the support of neutral experts and appropriate tools (to what extent are there “legacy issues”?) and incorporate the results into your own IT thailand consumer email list strategy after evaluation by the internal architects.
Scrum, Kanban, SAFe or LeSS: The choice of method with which teams embark on their journey to an agile working environment is not the only decisive factor for success. Behind many success or failure stories of agile transformations lies a mysterious power in the company that is repeatedly mentioned but often underestimated in its effect: the corporate culture.
Simply making things agile is not enough
For some employees, it is the long-awaited change, others just find it annoying when a department or project team begins the journey to an agile working model. In workshops, the team's value stream is analyzed, working methods and requirements are examined from the outside, and a methodology is selected. They quickly agree to use the informal "du" because it gives the working environment a modern touch - and off they go: they focus on sprints, hold retrospectives, maintain backlogs, and spend a lot of time in dailies. But somehow things are still not going well.
However, the topic of mainframe modernization can quickly become a ticking time bomb. Experience from current projects shows that, depending on the initial situation, a migration can take more than five years and cost tens of millions. By then, most baby boomers will have retired and the knowledge will have been lost.
My clear recommendation: analyze your current situation with the support of neutral experts and appropriate tools (to what extent are there “legacy issues”?) and incorporate the results into your own IT thailand consumer email list strategy after evaluation by the internal architects.
Scrum, Kanban, SAFe or LeSS: The choice of method with which teams embark on their journey to an agile working environment is not the only decisive factor for success. Behind many success or failure stories of agile transformations lies a mysterious power in the company that is repeatedly mentioned but often underestimated in its effect: the corporate culture.
Simply making things agile is not enough
For some employees, it is the long-awaited change, others just find it annoying when a department or project team begins the journey to an agile working model. In workshops, the team's value stream is analyzed, working methods and requirements are examined from the outside, and a methodology is selected. They quickly agree to use the informal "du" because it gives the working environment a modern touch - and off they go: they focus on sprints, hold retrospectives, maintain backlogs, and spend a lot of time in dailies. But somehow things are still not going well.