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Culture & Methods

How to Build and Foster High-Performing Software Teams: Experiences from Engineering Managers

Engineering managers can enable software teams to learn and improve, and help them move problems and impediments out of the way. In this virtual panel, we'll discuss how engineering managers support teams, what skills they possess, and how they establish alignment and foster knowledge and experience sharing between teams.

Ben Linders Olga Kubassova Michael Gray Hannah Foxwell
on May 10, 2024
Culture & Methods

How to Rebuild Tech Culture for Those Who Survived the Layoffs

A wave of layoffs hit the software industry and changed the definition of tech culture. This article explores the situation across multiple tech companies, and the diverse choices made to support employees who survived, and those they had to say good-bye to. It provides suggestions for those of us who have stayed behind, and how to rebuild culture in our tech teams.

Mehnaaz Abidi
on Feb 28, 2023
Culture & Methods

The Four P's of Pragmatically Scaling Your Engineering Organization

Scaling your organization during a period of hyper-growth is a challenge every founder wants to face. For engineering leaders, the concept of "scale" can quickly spiral out of control. There are four key areas of focus when pragmatically scaling an organization through hyper-growth: people, process, product, and platform.

Shailesh Kumar
on Jul 14, 2022
Culture & Methods

How to Work Better Together: Building DEI Awareness in Tech

We have a diversity problem in technology. Many of our visions and standards of success are centered around one group of people, even though there are many groups contributing to global advancement and growth. The main reason for this is legacy, similar to legacy code. We can overcome this inherited debt by educating ourselves and planning time to do work to rebuild and replace our “legacy code”.

Quintessence Anx
on Jul 26, 2021
Culture & Methods

How Workplace Culture Affects Workplace Performance

The culture of an organisation has a direct impact on the performance of the people in it. We have identified six drivers of culture in and provide advice on nurturing and improving them. The six drivers are: Perceived Value of People, Perceived Nature of Time, Safety and Security, Navigation by Grownups, The Bond of Collective Confidence, Perceived Value of Excellence and Beneficence.

James Robertson Suzanne Robertson
on Jun 17, 2021
Culture & Methods

Q&A on the Book Dynamic Reteaming (2-ed)

In the 2nd edition of her book Dyanamic Reteaming, Heidi Helfand shows that having stable teams is generally unrealistic and that there are ways to effectively reform teams to achieve great outcomes. She explores different approaches to team formation and reformation and provides practical advice on how to create environments where team formation can adapt and evolve effectively.

Heidi Helfand Shane Hastie
on Aug 22, 2020
Culture & Methods

Software Teams and Teamwork Trends Report Q1 2020

The Culture & Methods editors team present their take on the topics that are at the front of the technology adoption curve: how to make teams and teamwork more effective, in person or remote, some new tools and techniques, some ideas that have been around for a while and are starting to gain traction, the push for professionalism, ethical behavior and being socially and environmentally aware.

Ben Linders Douglas Talbot Evan Leybourn Craig Smith Shaaron A Alvares Rafiq Gemmail Shane Hastie
on Mar 31, 2020
Culture & Methods

Balancing Generalists and Specialists– Building Successful Agile Teams

Dave West of scrum.org discusses building successful agile teams, by exploring the concept of generalist vs. specialist team members, taking a look at technical skills and the balance of those skills, along with the job titles of those team members.

Dave West
on Aug 16, 2019
Culture & Methods

The Challenges in Integrating Cross-Boundary Teams

Cross-boundary teams are the hub of innovation. However, creating and nurturing a cross-functional team for innovation is a challenging task. It needs a deep understanding of the nature of knowledge, diversity and interactions within a team. Managers and team leaders can infer valuable information from a deeper understanding of the contextual and knowledge level challenges in such teams.

Premjith Purushotham
on Aug 07, 2019
Culture & Methods

Maybe Agile Is the Problem

“Agile” now means anything, everything, and nothing. Many organizations are Agile fatigued, and the “Agile Industrial Complex” is part of the problem. Agilists must go back to the basics and simplicity of the Manifesto and 12 Principles. The Heart of Agile and Modern Agile are examples of basic, simple frameworks. Agilists also have much to learn from social sciences.

Mo Hagar
on Jun 13, 2019
Culture & Methods

People Re-Engineering How To’s: The Magic of Teaming

People Re-engineering is a concept bundling whatever is needed to keep software people fit for their pressing challenges caused by merciless market demands. In one of its five threads, PRE formulates a platform for a more effective and vivid teaming process that enhances team productivity and wellbeing.

Medhat Sabry
on May 11, 2019
Culture & Methods

Author Q&A: From Hierarchy to High Performance

In a new book From Hierarchy to High Performance, the authors provide a series of essays designed to help “Unleash the Hidden Superpowers of Ordinary People to Realize Extraordinary Results”. The premise of the book is that the management structures and employee engagement systems that most organizations apply are not (may never have really been) relevant and useful for the 21st century.

Shane Hastie Doug Kirkpatrick
on Oct 29, 2018