We helped organisations double their productivity and save more than $2M per year per program.
Learn how our unique mix of frameworks, consulting and tools can help you to do twice as much in half the time.
To survive market disruption, you need agile at scale, with the right support for your remote teams to deliver with greater transparency.
Worried about delivery risk? Our app – Agile IQ – gives you the data you need to take the risk out of delivery. We know the factors that can make work transparent, improve work structure clarity, and assure delivery is not impacted.
Your whole enterprise can be agile when we help you focus on metrics that reinforce investment and outcomes over tasks and deliverables.
We’re global leaders in using behavioural change and cultural change paired with organisational psychology to create strong agile values that last. Our methods can get you up and running in as little as 3 months.
Is your delivery too slow?
When eBay needed to get new product to market they called on us. We turn months into weeks. We can do the same for you.
The complete guide to building a solid foundation for remote teams is now in your grasp.
Within 2 weeks remote guides were developed and provided to agile teams as they started to transition to working from home. The agile teams were able to pivot to the changes and stay productive in delivery.
ZXM coach digital marketing company Fishbat to pivot faster with Scrum as its strategic operating model
Using a kanban approach and focusing on key measures of flow, the team was able to reduce cycle time by 50% and reduce lead time by 30% thus improving their time to market and delivery effectiveness.
Why do traditional, waterfall style projects fail? Some claim its a requirements problem and point to the need for more planning, user research, and design. The truth is we’re not looking at the problem the right way and complex environments require a different way to collecting information and delivering using that knowledge.
Traditional Change Management’s linear approach exacerbates the steepness of the change curve and leads to a “Productivity Dip” as it attempts to manage risk through upfront planning. Agile Change Management addresses this dip by iterative customer feedback to focus efforts on the most important activities, determined by customer value and stakeholder impact and outcomes
What is an agile culture? How do you recognise an agile enterprise – one that’s gone through a true digital transformation? Some would point to post-it notes, others would highlight the dedicated team spaces decorated in their team symbols. Others would point to the posters around the office, heralding innovation. Unfortunately, these won’t make you agile.
To be effective, agile coaches require deep, applied expertise and experience across multiple organisations, multiple projects and industries. As the organsiation scales, the Agile Coaching Development Pathway shows the focus of the role as it scales to more responsibilities beyond being a coach of a single team and provides guidance on what knowledge and experience is required to be an Enterprise Coach.
How do you make Design Thinking, Lean UX, and Agile work together. Sprint 0? Design Sprints? Upfront design and planning tends to delay the delivery of value, so there must be a better way to use Scrum but also engage in discovery work at the same time without devolving into parallel design work. Integrating design, user research, and experimentation into Sprints is the key.
Sharing patterns and practices and driving consistency across the organisation is key to building an organsiationational capability however eventually when we as external consultanst leave, there is always the risk that the organisation will just spring back to their old ways of working. So we set up ZXM Agile Academy to build enduring internal capability.
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