Davide Tarasconi
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On being an organizational archeologist
I’ve been humbled more than once by the simple fact that as long as you can help people at the best of your abilities, they really don’t care how you call yourself.
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Agile isn’t fast (and it shouldn’t)
“Agile is slowing us down”, “Since we’ve been doing Agile, we do less stuff”, they complain. Yes, that’s how it should work.
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Climbing the ladder (of change)
I don’t think change can happen “at scale”, as we like to say, if we don’t carefully take ourselves and our neighbours into account.
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Interruptions as currency
We are not distracted just because technology allows for more and more pervasive distractions. We are constantly distracted also because it’s almost part of our social contract that if I distract you, you can distract me.
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Is your company culture dysfunctional?
Culture at work is never a monolith. Understanding nuances allows us to reflect why some behaviours are beneficial in some contexts and toxic in others.
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The Problem™ is never the problem
You want to solve The Problem™ but there are Other Problems™, or: the value of meeting the people where they are.
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Every company has organizational issues, but…
Every sad company is sad in the same ways, all happy companies are happy in their own ways.
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Are recurring meetings bad?
Blocking time in a recurring way makes sense: we don’t like unexpected meetings, and having recurring ones makes us feel organized. But things get out of hand quickly.
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Che significa “ispirarsi ai principi agili” nel 2022?
A volte mi sembra che non ci sia alternativa tra il seguire facili opportunità come “installatore di agilità” e il lavorare seguendone davvero i principi, rischiando di essere ignorato da tutti. Da qui la domanda: che significa “ispirarsi ai principi agili” nel 2022?
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Il barometro del cambiamento
Il barometro del cambiamento è un modello che ci aiuta parecchio – consulenti e clienti – per districarci in tutte quelle conversazioni che iniziano con: “Dobbiamo cambiare il modo in cui lavoriamo”.
Davide Tarasconi 