Most people have experienced OKRs in at least one organisation, and many claim they don’t work. In reality that thing they experienced wasn’t really OKRs. Here’s how to do it right.

So, you’ve started doing agile and it’s worked out. That’s fantastic, but now you’re struggling to make it work at scale, or to understand where to go next. In this article I’ll give you a few pointers that might ease that journey.

Complex problems require complex solutions, but complex products don’t create happy customers. But where does that complexity come from, and is it something you can influence? The answer lies in your business model. Address that first, and maybe then you have a chance.

Many see architecture as static and innovation as dynamic. Two forces pulling in opposite directions. This doesn’t have to be so, and you don’t have to sacrifice one in favour of the other.

Alignment and autonomy are key to success at scale. You have to increase alignment so teams understand the big picture, and increase autonomy so they can solve problems themselves. In this article, we look at why treating alignment and autonomy as opposites leads to failure, and how you can implement alignment and autonomy together.

Part ll: Start-ups are dynamic but they don’t have to work at scale. As companies grow they gain stability and maturity but often lose their agility. There’s a way to get the best of both worlds by incorporating the start-up mentality into the culture of an established business.

Start-ups are dynamic but they don’t have to work at scale. As companies grow they gain stability and maturity but often lose their agility. There’s a way to get the best of both worlds by incorporating the start-up mentality into the culture of an established business.

The traditional approach to operations doesn’t help organisations to sustain innovation. You Build It You Run can help – if done correctly. Here we take a look at the on-call burnout pitfall, and recommend how to avoid it.

What if you could build a community, not just a team? Building a community with a shared sense of purpose means adopting a more positive, human-centred approach to team building. Werner Smit shares six strategies to help build strong communities in the workplace.