Some agile teams are facing an endless development cycle. This is caused mainly by two types of stakeholders and customers. Those who are sticked to traditional waterfall methods or by those that misinterpret the agile approach in a way that they try to use it as a vehicle for continuous new product development. This article presents this commonly faced problems and some health check and suggestions to help teams for teams early detect them.

Scientists are known for their ability of transfering concepts from one domain to another. This phenomenon follows the principle that nature is built on some very common norms (according to our understanding!). Additionally, as human beings we tend to immitate nature- including biological organisms. For example, aeronautical engineers used concepts observed in bird spiecies to design aircrafts. Machine learning engineers are inspired by human brains and their ability to learn from examples. This article provides a brain inspired business organization and operation analogy, hoping that will help teams understand some fundamental concepts immanent to a organ that is designed to learn, develop, adapt, act, visualize and imagine!

A common belief in (tech) teams working on wicked problems is that they start the project with some wrong choices or missing information. Whilst this is very common in complex problems, teams always tend to blame the first steps of the project as opposed to searching for adaptation.When teams stick on this mindset, they tend to repeat the same mistakes over and over again and when they retrospect the see only the mistakes or wrong choices made in the beggining and overlook the importance to learn and adapt. This article, presents this mindset as a historical recurrence trap and suggests some methods that will (hopefully) help teams spot and escape from it.

What is the origin of success in businesses and in everyday lives? What are the driving forces needed to reach growth and maturity? Also, what it takes to have satisfied employees, customers and smooth transition? You often hear that this business succeeded because someone had the skills to affect the decisions or change the mind of the C-level executives. However, this is not a one mans show, and definitely not a single skill or something that takes place one time in one location. It seems that a business needs truth to be spoken to power, ability to focus and taking decisions without procrastinating. In this article, I am tackling these factors in an attempt to highlight their effect in an organization as well as the benefits. Also, as it be made clear later, these three aspects are connected to each other in a sequential order. Namely, you need to speak to power, then take decision (not you, but the whole organization) and then focus and implement. Otherwise, it makes no sense to speak the truth and then stalling in decision making or in the realization of your idea. Here, I am elaborating a little bit more (while keeping the article short) for how these three key aspects are distributed in time and space.