Consider for a moment, your management style. Dr W. Edwards Deming, put forward two types of mistakes that you, as a manager can make when dealing with "variation" in process and outcomes. Interfering or tampering when everything is normal or within tolerance (common causes), indicative of micromanagement, and a failure to intervene when a process in out of control (special causes), indicative of absenteeism. As an Agile Manager, you need to find the middle ground between these two extremes.
In preparation for a book, this blog post is the first of many on Agile Governance; a topic that I have been researching and developing for a few years. Unlike many of my other blog posts (which are extensions of standard processes), this concept is cutting edge, and I am really looking for as much feedback and comment as possible.
One of the more common questions I get asked is “What is your ideal business intelligence team?”. Though my answer is dependent on specific organisational requirements, there are some commonalities and generalisations I can make.
I would start by saying that a good BI team consists of both technical and business people. By utilising business and technical experts working together, outcomes can generally be met sooner and more accurately than if the teams were separate.
Evan Leybourn is a leader, coach and (soon to be published) author in the developing fields of Agile Corporate Governance and Lean Business Management; applying the successful concepts and practices from the Lean and Agile movements to corporate management. Evan has a passion for building effective and productive organisations filled with actively engaged and committed staff while ensuring high-levels of customer satisfaction. He has held executive, board and advisory positions in private industry and government
Evan currently calls Melbourne, Australia, home, but works with clients across Australia, South East Asia and America to develop institutional capability and is a regular speaker at a variety of international conferences.