Definitely, Maybe Agile

Peter Maddison and Dave Sharrock
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Adopting new ways of working like Agile and DevOps often falters further up the organization. Even in smaller organizations, it can be hard to get right. In this podcast, we are discussing the art and science of definitely, maybe achieving business agility in your organization.

  1. 11 GIỜ TRƯỚC

    Empowering Organizations from the Inside with Barbara Whittmann

    Welcome to Definitely Maybe Agile! In this episode, Peter Maddison and Dave Sharrock sit down with Barbara Whittmann, founder of the Digital Wisdom Collective, to explore how real organizational change happens from the middle out. Barbara shares her 25 years of experience fixing broken digital transformation projects and reveals why the "juicy middle" of organizations holds the key to sustainable change. We dive deep into mindset training, building internal ecosystems, and why most organizations have forgotten the purpose of half their tools and processes. From navigating the "permafrost layer" of middle management to understanding why AI initiatives often miss the mark, this conversation offers practical insights for anyone working to transform how organizations operate. Three Key Takeaways: Meet Organizations Where They Are - Don't force rigid methodologies or terminology. Use the organization's own language and focus on solving their actual problems rather than trying to "fix" them with prescribed frameworks.The Power of Cohorts - Change isn't an individual effort. Building a cohort of four people creates redundancy, moral support, and a self-reinforcing dynamic that can create ripples throughout the organization.Communication is Critical - We don't invest enough in helping leaders develop communication skills. Leaders need ongoing support, coaching, and safe spaces to develop their ability to listen, speak up, and collaborate effectively.Featured Guest: Barbara Whittmann - Founder, Digital Wisdom Collective Contact: feedback@definitelymaybeagile.com

    39 phút

  2. 30 THG 10

    Navigating Change Through Leadership and Culture with Hanna Bauer

    When Hanna Bauer's publishing business faced a perfect storm of budget cuts, industry disruption, and the ebook revolution, she learned that Six Sigma processes weren't enough. The real transformation required leading with heart. In this raw conversation, Hanna shares the wake-up call that changed everything: a top employee resigning to take a pay cut elsewhere. This crisis revealed the truth about organizational change; you can have all the right processes, but without genuine human connection and psychological safety, your best people will walk. Whether you're leading digital transformation or navigating organizational change, this episode delivers practical wisdom on building growth-oriented cultures where people actually want to stay. This week´s Takeaways: 1. Hope Drives Change People with high hope find a way where there is no way. Leaders must tap into this to navigate uncertainty; it's not just positive thinking, it's the catalyst for transformation. 2. Psychological Safety Starts at the Top Growth-oriented cultures need leaders brave enough to say "maybe it's my team" instead of pointing fingers. Cross-functional honesty beats departmental defensiveness every time. 3. Influence > Position Leadership is influence, nothing more, nothing less. You don't need a title to create change; just the will to advocate for your team and drive positive impact. 🔔 Subscribe to never miss an episode of Definitely Maybe Agile! 💬 What's your biggest leadership challenge? Tag us with #DefiniteMaybeAgile

    48 phút
  3. Stay Close to Your Customers (And Your Why) with Hussein Hallak

    23 THG 10

    Stay Close to Your Customers (And Your Why) with Hussein Hallak

    Hussein Hallak, serial entrepreneur and author of The Dark Art of Life Mastery, joins Peter Maddison and Dave Sharrock to talk about what really keeps entrepreneurs in the game. It's not resilience or grit, it's clarity about why you're doing this in the first place. The conversation covers the shift from pre-COVID to post-COVID startup communities, why watching customers do their work beats asking them what they want, and the critical difference between handing off your product and handing off your purpose. Hussein also challenges the wall-poster approach to company values and explains why living your principles matters more than declaring them. Three Key Takeaways: Strategy is becoming - Choose who you want to become as a founder and company, then let your thoughts, words, and actions flow from there. It's about the experience you want to have, not just the exit you want to achieve.Hand off the product, never the why - Founders can delegate product development once the team understands the purpose behind it. But stay close to customers. That connection informs everything and keeps you from drifting.Live your values, don't announce them - Stop putting principles on posters. Instead, have honest conversations with your team about what matters to them, what's missing, and how you'll work together. Build culture through behavior, not declarations.Topics Covered: Why entrepreneurship is really about your relationship with uncertaintyThe founder's role: stay with the customer, hand off the productHow 80% of features go unused (and what to do about it)Why watching customers work reveals more than asking questionsBuilding culture through honest conversations, not corporate values posters💬 Got feedback? Email us at feedback@definitelymaybeagile.com🌐 Visit definitelymaybeagile.com

    39 phút
  4. Why Dedicated Teams FAIL (And What Actually Works Instead)

    16 THG 10

    Why Dedicated Teams FAIL (And What Actually Works Instead)

    🚨 Struggling to implement Agile because you can't get dedicated cross-functional teams? You're not alone. In this episode, Dave Sharrock and Peter Maddison tackle one of the BIGGEST challenges facing late-adopter organizations: how to increase productivity and deliver value when dedicated teams just aren't in the cards. In this episode, we explore: Why the "dedicated team first" approach often crashes in traditional organizationsThe hidden dysfunctions and perverse incentives that keep teams fragmented (spoiler: it's about promotions and funding)The famous "Sock Factory Parable" explains cross-functional alignment perfectlyHow context switching kills productivity with scarce specialists like DBAsThree essential steps to make real progress WITHOUT restructuring your entire organizationThe Three Critical Steps: Understand WHY dedicated teams work before forcing the structureGet leadership aligned on real prioritization and trade-offs (not everything can be Priority 1)Create genuine work transparency without status report theaterWhether you're an Agile Coach, Scrum Master, Product Manager, or Engineering Leader dealing with organizational resistance, this episode gives you practical strategies to move forward when structural change isn't an option.   Resources Mentioned: Peter's LinkedIn Learning Course on Value Stream ManagementAbout Definitely Maybe Agile: Join Peter Maddison (XodiacInc) and Dave Sharrock (IncrementOne) as they discuss the complexities of adopting new ways of working at scale. Real conversations about digital transformation, agile, and DevOps challenges, no sugar-coating, just practical insights. 🎧 Subscribe for weekly episodes on making agile work in the real world Got a question or topic you'd like us to cover? Reach out to us!

    25 phút
  5. How AI is Transforming UX and Agile Teams with Nick Cawthon

    9 THG 10

    How AI is Transforming UX and Agile Teams with Nick Cawthon

    In this episode, hosts Peter Maddison and Dave Sharrock sit down with Nick Cawthon to explore how generative AI is revolutionizing the relationship between UX, design, and agile development. Key Topics: Embedding UX research into agile sprints, balancing short-term feedback loops with long-term strategic insightsThe "electric bicycle" analogy: How AI gives teams superpowers but can also accelerate you in the wrong directionWhy Nick believes he'll never use Figma again, shifting from design tools to code-native prototypingBuilding functional prototypes using company design systems and generative AI toolsThe evolution of team size: From 6-8 person cross-functional teams to powerful 2-3 person teams leveraging AIThe architect's mindset: Understanding the technical foundation before designing the interfaceThree Key Takeaways: What an incredible opportunity we have; it feels like the year 2000 again, with the excitement and disruption aheadSmall teams (2-3 people) with diverse perspectives can now move incredibly fast using modern tools Speed is powerful, but you still need feedback loops to ensure you're building the right thing and not racing in the wrong directionConnect with us: Website: https://definitelymaybeagile.com/ LinkedIn: https://www.linkedin.com/company/definitely-maybe-agile-podcast Email: feedback@definitelymaybeagile.com

    29 phút
  6. The Hidden Problem With Customer Journey Mapping

    2 THG 10

    The Hidden Problem With Customer Journey Mapping

    Customer journey maps have been the standard for years. But what if they're built for a world that no longer exists? Dave and Peter challenge the linear, step-by-step approach to understanding customer experience. From showers on Emirates flights to adaptive payment systems, they explore why our traditional mapping tools might be keeping us from seeing breakthrough opportunities. What We Cover: Why traditional journey maps focus on the "critical path" and miss everything elseThe shift from cohorts and personas to individualized experiencesThe privacy paradox of hyper-personalizationHow decreasing costs make adaptive systems possibleKey Takeaways:  ✅ Traditional customer journey mapping optimizes a narrow, linear experience when customers want many different paths  ✅ Privacy and ethics matter more as experiences become hyper-personalized  ✅ What was too costly before is now feasible, changing the game for customer experience Perfect for product managers, CX professionals, and digital transformation leaders. Connect: definitelymaybeagile.com | feedback@definitelymaybeagile.com

    18 phút
  7. One Pizza Teams vs Two Pizza Teams: When Size Actually Matters

    25 THG 9

    One Pizza Teams vs Two Pizza Teams: When Size Actually Matters

    Can AI really shrink your development teams from two pizzas to one? Peter and Dave explore the promise and reality of smaller teams in the age of AI agents. While AI can handle documentation, test automation, and other "hygiene" tasks teams often skip, the real question isn't whether you can reduce team size, it's whether you should. They dig into when one-person teams make sense (startups and greenfield projects), when they don't (complex legacy systems), and why the biggest gains might come from augmenting existing teams rather than downsizing them. Plus: why most AI initiatives fail and how to find the real business problems worth solving.   This week´s Takeaways AI as Capacity Booster, Not Team Replacer: AI agents excel at handling the "hygiene" work that teams often skip: documentation, test automation, release notes. Rather than shrinking teams, this gives existing teams ephemeral capacity to tackle work that improves long-term system quality and maintainability.Context Determines Team Size: One-person teams work brilliantly for startups and greenfield projects where you can build from scratch. But complex legacy systems in large organizations still need the diverse knowledge and experience that comes with larger teams to navigate technical debt and organizational complexity.Solve Real Business Problems First: The biggest AI failures happen when teams focus on cool technology instead of actual business needs. Before experimenting with smaller teams or AI agents, identify genuine business problems that need solving; that's where you'll see real returns and organizational support.

    34 phút
  8. Product Diseases and Vision-Driven Development with Radhika Dutt

    18 THG 9

    Product Diseases and Vision-Driven Development with Radhika Dutt

    In this episode, Dave and Peter sit down with Radhika Dutt, author of "Radical Product Thinking: The New Mindset for Innovating Smarter," to explore why iteration-obsessed product development is failing organizations. Radhika shares hard-learned lessons from her 25-year career across diverse industries and five acquisitions, introducing the concept of "product diseases" like hero syndrome, pivotitis, and obsessive sales disorder that plague modern product teams. She challenges conventional wisdom around OKRs and goal-setting, explaining why they often create an illusion of performance while masking real problems. The conversation explores why goals, targets, and OKRs backfire and what actually works instead. Radhika introduces her tried-and-tested alternative: a framework for puzzle-setting and puzzle-solving called OHLs (Objectives, Hypotheses, and Learnings). This approach helps companies develop a mindset that equips teams to experiment, learn, and adapt in a disciplined way, ultimately delivering far better results than traditional goal-setting methods. The discussion dives deep into crafting detailed, hypothesis-driven vision statements that actually help teams make decisions, rather than fluffy corporate speak that sounds inspiring but provides no guidance. Radhika explains how to balance vision debt against short-term survival needs using her three-question puzzle-solving framework. Key Takeaways: The importance of writing good hypotheses and understanding customer pain points deeply before defining experiments and measurementsOrganizations need to get much closer to their target customers to truly understand their behaviors and pain points, enabling better vision statements and hypotheses that resonateEffective vision statements must enable decision-making; if you can't make yes/no decisions based on your vision, and understand the trade-offs between short-term survival and long-term vision, it's not valuable enoughFree Resource: Download the OHLs template and toolkit: https://www.radicalproduct.com/toolkit/#OHLToolkit

    36 phút
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Giới Thiệu

Adopting new ways of working like Agile and DevOps often falters further up the organization. Even in smaller organizations, it can be hard to get right. In this podcast, we are discussing the art and science of definitely, maybe achieving business agility in your organization.

Thông Tin

  • Nhà sáng tạo
    Peter Maddison and Dave Sharrock
  • Năm hoạt động
    2021 - 2025
  • Tập
    198
  • Xếp hạng
    Sạch
  • Bản quyền
    © 2025 Definitely, Maybe Agile
  • Trang web chương trình
    Definitely, Maybe Agile