Changing practices overnight is hard. Heck, it’s hard to even drink a different flavoured coffee in the morning, let alone settle on a different way of working! Still, the very act of deciding to change practices is a huge and brave step for any company, mostly because it increases uncertainty and can have a serious impact on delivery deadlines. In any case though, deciding to take that step despite nevertheless, deserves a big round of applause. You will make mistakes, and as long as you accept that this is a life fact, you’re good. Identify those mistakes, work on them…


Sometimes, Agile Coaches and Scrum Masters are called to join an environment where everything seems to have gone wrong with Agile, and are instructed to “do it properly”. If you’re experienced enough, you’ll get that gut feel too and wonder “what could have possibly gone so wrong here?”.

The answer is to undo Agile. That’s right. Undo whatever you’ve done with Agile. Now do it again, but this time taking a step back to really see what you are trying to achieve. Also, use your past learnings!

- “I was in a previous team and we were doing Agile, but…


https://toggl.com/blog/tribal-leadership

Having worked for four companies so far that implemented (or at least tried to implement) the Spotify model, I thought I’d share my thoughts with you on the subject.

Some 5 years back, during my MBA study year at Cass Business school (what now seems a very distant memory) I happened to be at a dinner organized by the university where Aviva’s former CEO, Andrew Moss, was our guest. God, how excited I was, dining with the big cheese! I even shared it on Facebook, you know…back then it was “the cool thing”. At the dinner, Andrew Moss announced a…


In physics, dissipation is the result of the irreversible process, by which energy transforms from an original form into another final form.

In the organizational context, by the term dissipation of vision, we describe the fading (or loss) of the messages from the more senior members of an organization when it traverses through the corporate engine’s cogs until it reaches the person lowest in the hierarchy.

Every organization will exhibit the dissipation of vision as long as it has some kind of hierarchical structure. …


Photo by Glenn Carstens-Peters on Unsplash

I was watching a video on YouTube (“Start with Why”, by Simon Sinek since you ask!), and I realized that I have to watch another video for work after this, fill in a Google spreadsheet, upload an article that I wrote last week, attend a meeting, iron my shirts, call Amazon, cook, and a few other bits and pieces for today. And that was just my start of the day, before even work.

What I haven’t been doing the last few weeks, maybe months, is to maintain a list of To-Dos for my every day/week life. And that caused me…


Why companies segregate Business and IT, and what can be done to fix it?

Image from https://www.incimages.com/uploaded_files/image/970x450/getty_504364809_111974.jpg

A very frequent setup in large organizations is the segregation of its units, or clusters. Usually, the core software part comprises three units: technology, business or product, and design. Each unit typically has its own agenda, priorities, and hierarchy, but it is also called to work with its lateral units in order to deliver the company’s products or services. There is nothing fundamentally wrong with this setup, and I would argue that any setup, as long as it satisfies the customers’ needs when the final product gets delivered, is good enough for the respective organization. However, things go wrong when…


https://petapixel.com/2012/05/18/trippy-mirror-photo-created-without-the-help-of-photoshop/

The news calls it the worst recession to come for decades. The WHO calls it a pandemic. The scientists call it SARS-CoV-2, for the rest of us it’s the coronavirus, or simply “self-isolation”, “stay at home”. It’s affected every human on the planet, directly or indirectly, and our thoughts are with the ones who have suffered the most.

Amidst these weird times however, I’m sure that a lot of us have found time for reflection, planning, thinking and extra curriculum activities that we wouldn’t have engaged with otherwise. I believe there is always good in bad, I think maybe because…


Image from Yamnuska mountain adventures

OKR is not a new framework. It stands for “Objectives & Key Results”. The concept originated from Intel and continued to spread across other tech and non-tech companies throughout the years. One of these companies is Google who was an early OKR adopter by 1999. It seems to have served it well since the framework supported its growth from 40 employees more than 60,000 today worldwide.

I have been asked numerous times in the past whether I know how to make OKRs, help create OKRs, and whether an OKR should describe an ambitious (stretch) goal or conversely, a goal that…


Photo by Austin Distel on Unsplash

If you are wondering why Agile can’t be “rolled out” to your company, this article might provide you with part of the answer. Also, it combines a little bit of basic finance principles along with Agile knowledge, so if you’re not interested in either, you might as well stop reading further now.

Good, so you’re interested in both, I’m glad!

Share driven organizations are mostly driven by…you guessed it, their share price. We’re talking about huge market cap companies that are listed in the stock market and their share pays dividends (a certain amount paid back for each share owned…

Achilles Chatzianastassiou

I help large organizations succeed on their journey towards Agility.

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