OMS Consulting Partners, LLC

Interesting quote from the founder of Wal-Mart - one of the lowest cost (and largest) but worst customer service retailers...

A fresh take on the Agile Manifesto by "new wave Agilist" Dan Greenberg... I am uncovering new philosophies of leadership, through experience, observation, and contemplation. Through functioning in a leadership role, I have come to value: Safety                            Over        Productivity Simplicity                       Over        Intelligence Doing What’s Right       Over        Fixing it Now Experimentation          Over        The Way We’ve Always Done It While there is value in the items on the right, I value the items on the left more. Metrics are for the team. Metrics should never leave the team. No one outside the team should ever look at a metric. Working software is the primary measure of progress. A releas...

Emotional Intelligence is a key to being the best Agilist you can be, including self awareness of mood. The "Mood Elevator" is a great tool to help you "get to curious"...

Turn the Ship Around! is the true story of how the USS Santa Fe skyrocketed from worst to first in the fleet by challenging the U.S. Navy's traditional leader-follower approach. No matter your business or position, you can apply Marquet's radical guidelines to turn your own ship around. The payoff: a workplace where everyone around you is taking responsibility for their actions, where people are healthier and happier, where everyone is a leader. https://youtu.be/OqmdLcyES_Q

Dan Dan the Scrum Master man strikes again! First off, you should celebrate the fact that you’ve created a safe enough space for a bitch session.   I’ll take a bitch session any day over an everything’s fine session.   Remember, the job of a Scrum Master is to create the container; the team creates the content.   You did not create the underlying issues the team is complaining about, unless they are complaining about you, which is entirely possible but I have a hunch is not the situation you are dealing with.   If that is going on, celebrate twice because not only does your team feel safe, they feel safe enough around you to complain about you. When I hold retrospectives, my number one priority is creating the safety for team members to share openly and honestly with one another.   To do this, I employ set the stage type activities and pay close attention to my body language and the manner in which I am participating throughout the meeting.   C...

From a long time business associate and very wise man, Dmitry Goykhman... These social rules of thumb can help us understand any large organization better... Robert Conquest: 1) Everyone is conservative about what he knows best. 2) Any organization not explicitly right-wing sooner or later becomes left-wing. 3) The simplest way to explain the behavior of any bureaucratic organization is to assume that it is controlled by a cabal of its enemies. Parkinson: I) Work expands to fill the time available for its completion. II) Officials want to multiply subordinates, not rivals. III) Officials make work for one another.