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I’m well aware that people often see me as quite a fearless person. I often get comments like “but you are never afraid of anything”. But as all people I have had lots of struggles every day to overcome my own fears, to prove to myself I can do something I thought I couldn’t. And just as probably most people I have tried and failed a lot. One of my mantras I usually say to myself, and others around me is that it will solve itself somehow just as long as we stick to our values and believe in ourself and each other. As Dandy People now has turned 5 years old and we have grown to over 20 people I’m writing this post aiming to tell a bit of the story behind Dandy People and share some of my own personal fears, beliefs and our struggles and successes as a team along the way. None of this will be any silver bullets, but I hope you might find it valuable and perhaps inspiring.

The Dandy Team
The Dandy team on our spring conference 2022 celebrating turning 5 years together.

Building a learning organization where fast and shared learning is a key strategy

Curiosity is one of our most important characteristics as humans and we should always find new ways to explore and increase the pace of our own learning. I have always been very curious and loved learning new things just as long as no one is forcing me. My own strategy to learn new things has often been to work together with people with other skill sets to learn from them, and with them, while testing and building stuff together. This has been one of my core beliefs of how to deliver value and a foundation that has shaped how we want to work and run Dandy. In Dandy we always see learning as part of our job. This means we shape our assignments to work two and two as often as possible, or in teams. Many times we have shared a “1 FTE” (yes, our customers sometimes call it that) assignment on two people, and we always look for assignments for a team. The reason for this is both that we have a much bigger success rate on tough assignments by doing that, and also that we get to learn from each other on the job and we will live as we preach.. 

This belief around learning has also from the start made us prioritize having quite a big financial space for each individual to put time and money on learning new skills outside of work. Everyone is responsible for their own learning but of course we support each other. By doing this and always striving to deliver valuable training and learning sessions for others we make sure we are always at the front line and we will always be learning, making us ready for any new challenge that might occur within Dandy or at our customers.

Starting up my own business – getting over the fear of hiring people

But if we go back to the very beginning, before we started Dandy People, one of the biggest fears I had was to hire people and to be the one responsible for the wellbeing and financial security of other people outside of my own family. This was holding me back for years to move beyond having my own consultancy with only me, myself and I. This was the first obstacle I had to manage and get over when starting Dandy People. Before this I had been running my own company and doing Agile coaching, pretty much the same as we do today in Dandy, but under the umbrella of another consultancy. At that time I had way too much to do and had to say no to helping more and more customers which made me want to find another solution. I felt a huge need to build my own team to help the customers I had and others like them to bridge the gap between business and IT and by that building organizations that could deliver customer centric solutions. I was just getting more and more customers and I really struggled to find the time to help them in a good way as a one woman band. So knowing what I wanted to do in my company wasn’t a struggle at all. Just continuing with what I did, but together with a team of great people. I also knew I wanted to start a_real_company with people who shared my vision, not an umbrella company where everyone follows their own vision, and not just a group of friends who only share the space and occasionally meet and socialize. I often find it just as valuable to know what you don’t want as what you do want, especially when it comes to business.

After looking around for about a year for someone to start my company with, I realized that the people I enjoyed working with all had their own ideas and visions of companies they wanted to start, and none of those was inline with mine. So I would have to go alone… this could easily have been the end of this dream, since I was pretty sure I would never manage it alone. I would work myself to death then. But it happened so that when we came home to Sweden after celebrating Christmas abroad, we got a phone call at the airport that my husband’s company just got sold, meaning he would get out of running a full time business in just a couple of months! This was amazing news both because it meant we as a family would get a small amount of money from his business that we could invest and he would be available to help me with my dream. The choice was easy. He became my business partner. Just a few months after that, in April 2017, we officially started Dandy People and we had an address downtown for our office where we could set up seminars and meetups to meet customers and candidates for employment. After just another few months, after summer we were already a small team of people that could take on customer assignments and collaborate on business development, just as I was longing for. We have never had any problems paying salaries, not even during Covid (but more on that later) and I have never regretted taking on the role as an employer. I am so happy it didn’t stop me from taking the step to grow my business.

Sharing is caring – and it may just be what you need to build a strong brand

You might have seen or used the infographic posters with our logo on. Most of them have my face on them since I am the creator and designer of them. The story started before I started Dandy People and was one of the kicks in the butt I needed to make the decision to start my own company. I created the first Agile in a Nutshell poster just to be able to give something visual that captured the most important things for the class at Hyper Island that I was going to run a half day short training for together with my colleague Per. We had a lot of experience based exercises as always, and was going to do some theory using a whiteboard. But I felt something more was needed to help them remember afterwards, so I decided just the day before to do a one pager with the key topics. After the training I published it as a PDF for download on our blog just if anyone else would be interested in using it. And it happened a LOT of people were interested in that. A few weeks later I was in Paris on a weekend with Mathias and suddenly I realized I had over hundreds of comments on the share of the blogpost on LinkedIn and many friend requests. My first thought was of course that something was wrong with LinkedIn, but it wasn’t. It just exploded due to people really liked the poster. Sharing valuable content for free has been a great business model and so we have continued to do so. When we create new posters we usually set them free on our Dandy blog within days up to 6 months, and also other content such as canvases, coaching models and serious games.

Some of the posters in the series.

Today I have lost control over how many downloads of the infographic posters we have, and also how many posters we have shared. But a few years ago it was close to 350.000 downloads (totally free with no email signups or nothing). People within the Agile community are translating the posters for free to their language to be able to use them better and we also share those translated posters to everyone, so today we can offer our infographics on Agile topics for free in 15 languages to anyone interested, making the Dandy brand really strong. If you would ask most management consultancies they would probably say this is a no can do for them and any business. I’d say it is exactly the right thing to do if you want to be part of the growing Agile community and if you don’t want to spend huge amounts on useless brand campaigns. Of course it might take some bravery (some would probably call it stupidity), design skills and that you feel fairly safe you know your stuff to make it work. But testing and see how it goes can take you a long way.

Building a company with a strong brand and still minimizing known risks

As I wanted to build a_real_company having an office was important to me and something I wouldn’t negotiate with. Many small business owners already then had their offices at home, but for me it would mean a huge benefit to have a good address downtown in the city to meet with customers and I was sure it would also be easier to attract employees. But we know that statistics say most startups don’t make it due to high costs linked to long contracts, and office space is just exactly that. Meaning getting our own space with a long contract was a big no-no, and that’s why we chose a shared office space instead. We picked one with the best address, a short leasing contract of just one month, where we could have our own room, with good big spaces to run seminars and training, and where we could have our dog 🙂 Those were the key principles and worked out well. We have been able to stay there for 5 years, moving into bigger and more rooms when needed, and now when we have outgrown it, we can easily get our very own space. The move to our very own space is just weeks away now and it feels just like moving out from your parents. We are (almost) grownups finally!

We were actually looking for our own space already a few months before Covid hit, but due to some luck we didn’t. We didn’t then find a space that was good enough and we somehow had the feeling we could wait to be more safe financially. And boy were we lucky! If we had signed an office contract with 3 years contracting period we would have had a really tough time during Covid to survive and would probably have had to fire some of our staff to manage. Thanks to this luck and other factors we could keep all staff and go through Covid financially safe and a lot more experienced and equipped for taking our business to the “next” level.

Finding management structures that follow our values – from individual salaries to team based

I strongly believe in building business based on values, and as an Agilist my own values are of course strongly influenced by Agile values. Early on after starting Dandy I invited my fellow Dandies to create our own “Dandy House” to put these values down on paper and what it meant for our behaviors. This has been extremely valuable for us, and me, since it has helped a lot to bounce ideas and situations towards them whenever we have had to make decisions about the business together. To have them clear and outspoken also helps to “keep the space” that you have to do as a founder of a company if it is based on your values. Many organizations struggle if the founder leaves since they don’t have the guidance of the founder anymore and other ideas may easily come and take the company in a different direction. For me it has been important that we all share the same understanding of why I make specific decisions since it makes people feel more safe and I also hope they more easily feel they dare to contribute.

The House of Dandy that has been tweaked over the years.

We have defined our different structures based on these values and beliefs about people (theory Y), that they always want to contribute and do a great job if they can adapt and influence what affects them. Since this is something we work with as specialists in Agile I know this to be true and if they behave in any other way (theory X) it has to do with the leadership or structures holding them back. It was obvious to me when we started Dandy that we have to follow this insight, but it wasn’t always clear what solutions would also attract the right people and help us keep the financial safety we felt we needed in the early days of starting the business. It might seem obvious now that individual salaries would be the wrong solution if you want people to collaborate as I wanted, but still we thought that most people wouldn’t feel safe otherwise so that was what we started out with anyhow. One of our goals and dreams in the beginning was to get a team of Dandies working together with customers. Not just because it is more fun, but because what we do is really complex and difficult and it usually makes it a lot easier to manage with more brains and more experience that you get as a team. I believe very strongly 1+1 makes 3 for the benefit of our customers. Individual salaries showed quite quickly not to be ideal. It made people care more about how much each assignment and person was paid, and less focus on delivering value together and finding great solutions to customer problems. The salary model was clearly hindering us to behave as we wanted. Collaboration, creativity, innovation and working together as teams was at the core of my dream Dandy and it wasn’t happening as it was, a new salary model was a must! So after about a year I decided we should change the salary model from individual salaries to a team based salary model. This has shown over and over again to have been the right choice. Most of our Dandies at the time probably wouldn’t have agreed, but I wouldn’t have been able to go on seeing my dream and vision not becoming what I was longing for and not trying to do anything about it. Happily I had support from Mathias and together with some support we made the shift.

Since then we have had a model based on our values that states that about 60% of our consultancy incomes will always go to the salaries of our consultants. This makes it quite clean and easy to handle most decisions we as a business have to take. Costs of other staff, office space, advertising, conferences and what not, is part of the other 40%. The idea was to create a fair model that gives direct value to the people working in Dandy. If Dandy does well they will also do well. It also removes a lot of boring and in my mind non-value adding activities such as yearly salary discussions. Making our job a lot easier and more fun.

Having a salary model that is flexible and team based enables growth – and helped us not just to survive Covid, but to thrive despite Covid

Another important part of the salary model to make it team oriented to support collaboration is that one part is fixed and one part is variable. The fixed part is the same for all working as senior Agile coaches and for everyone who are working as enterprise Agile coaches. meaning we have only two levels of pay that is based on what we get paid from our customers. This might also be changed in the future as we often manage to get a flat rate for our teams. If so, levels of pay might not be needed either. The variable part is based on the total invoicing from all consultancy. It is as simple as beautiful.

The setup of the salary model has also helped us stay safe during Covid. When Covid hit in March 2020 we lost one assignment quite early on for 4 of our Dandies and we started to feel that this could become a bad financial situation quite soon. Happily our Dandies asked if we could just stop the variable pay until we saw a change in the prognosis of assignment. And in September we saw we had new assignments coming in so we “turned on” the variable pay again. This meant we all had lower pay for a while, only our fixed base pay, but what was left of the variable pay was paid out to everyone at the end of the year. This shows that our salary model is VUCA-safe which has been one of our hopes in making it safe for all of us to support growth and also unexpected situations that we can’t plan for.

Our salary model has one more important feature. Everyone ALWAYS gets BOTH the fixed and the variable pay, with or without assignment. Isn’t that unfair you might think? What if someone is using the system to get paid and just be lazy not getting an assignment? As I shared earlier we believe in theory Y, with lots of support from science. So we know that A: people are not lazy, 2: peer pressure is far more effective than control. This has helped a lot removing fears of being without assignment. When someone is without a customer assignment they work on internal assignments, or help other Dandies for free on assignments which is just as valuable as getting paid directly – it will pay off later for sure. That was the idea behind always getting paid a full salary, and it just means that everyone gets a bit lower salary during that time which feels much better than not getting any if you would be the unlucky one – and we all are without assignments from time to time, that’s part of being a consultant. So much we know.

Finding the right people is the most important thing – but we realized parts of our model was hindering us

We have always been fortunate to have people approaching us asking to join Dandy from Sweden and also from abroad, but we realized many of the people we wanted to hire didn’t want to be hired by us. They liked us, they were a great fit for us and we for them.. but still we couldn’t get them to sign the contract. Something had to change. We had a great recruiting process that helped us keep good people in the loop. We met and socialized with a lot of Agile coaches in our meetups, courses and other open activities we hosted. Our process for finding out if we would be a good fit for each other was also getting better and better as we invited our Dandies to be part of it. We used both deep interviews, practical tests and scenario based tests, having candidates meeting several Dandies in different meetings to ask any questions they wanted, but still when we came to the final meeting to talk about what it meant to be an employee in Dandy we learned they wanted to have their own company. They wanted to join our community of Dandies, would love to work on our assignments and they really believed in the ideas behind Dandy and would really want to contribute to build a great company.

We decided to find a way to have a split offer to be able to get the right people into Dandy, not just those who wanted to be employed. I have never regretted that decision. Today we have a model where we run the regular recruiting process, the same for everyone, and then they can choose to become an employee OR have their own company. Also a simple and really beautiful solution that so far has served us really well. Our goal is that no one should see or feel any significant difference on who is what, and that they can change from one to another if it suits them better. So far one employee has become their own business owner with the support from us. And so far everyone is equally invested in joining in activities and building a Dandy together that we want to work in. If things would change in the future for some reason I am sure we can handle it and find a good way forward together.

We have during the years realized that we are not at all that good at hiring staff that are not Agile coaches. I have to admit that I have been especially bad at judging who could be a good fit or not and sometimes pushed too hard and not listened that well on the Dandies giving me information about who to recruit or not and for what. Firstly our recruiting process isn’t adapted to cater for testing the right skills needed in other roles so each time we have to adapt it which makes it difficult to improve. I have also made the mistake to speed up the process too much due to stress, trying to get someone in to take some workload from mine and other Dandies shoulders. This has resulted of course been even more stressful when we realize we have different expectations, or that the person has no understanding at all of what we do and often people who are used to traditional companies and structures might feel really uncomfortable and unsafe not having a clear chain of command or someone who tells them exactly what to do. I have had some learnings along the way and I think my fellow Dandies might agree that to hire non Agilists into Dandy takes a different setup where we slowly collaborate and see if we are a good fit for each other. Everyone always have to find their place a bit too since we don’t really have clear roles, there is work to be done, responsibilities to take and goals to find the way towards, but you have to have a collaborative mindset and care for us as a team and for our customers. It could be very different from where people come from. Still I believe strongly in getting fresh minds in to get us out of group think and to give us new capabilities that we might not needed yesterday but today and more tomorrow. But anyone joining need to be experts in their field and they need to be comfortable and interested in how we run the organization and believe in our core business and our values. If not we will end up in value based conflicts internally and that is something I believe we should stay out of whenever we can.

Should I as a founder work with our customers – or just work with growing the business?

This is something I have been struggling with over the years and even more lately. I find it really valuable that I also work with our customers on different assignments for many reasons, but as Dandy grows it takes more and more time to grow and run the business and the risk of letting that go is too high. I have had a goal to have customer assignments to a maximum of 50%, and to sometimes not have any customer assignments to get time to take bigger steps with Dandy. As I always have to prioritize the assignment on a daily basis, if I’m out with customers it may impact our daily work badly in Dandy if something unexpected happens. Of course in a perfect world no-one should be so dependent on me that I’m needed every day, but sometimes if I’m on an assignment it can take days before I have time. It has shown to be a good prioritization if I can join in our Dandy operations daily standup every morning for 15-20 minutes, and then might call in or collaborate a bit during the day if it is acute.

The operations setup with one Kanban board and a daily short standup in the morning have grown into something we really like and it helps with delivering both operational and strategic internal work as everyone working outside of our customers deliveries are there and can support each other with admin, marketing, sales and other things. This also increases transparency and engagement and most of all, it helps not grow unhelpful and unwanted silos! If it can help us stay out of traditional silos that we know creates a slow organization with a lot of handoffs and with difficulties delivering value in a high speed and complex domain then it is worth A LOT keeping up and improving on. So for that reason only it might be one of the most valuable good practices to take away from this post.

Creating flow within the company to keep pushing the limits to delivering value not only today, but also in the future

the way we run organizations to make them more humane and customer centric. I really love building products, customer experiences and finding new ways to support people and organizations in becoming what they need to be to make people awesome. My biggest fear around this is that everyone is too occupied to be able to deliver only on the customer assignments doing day to day consultancy work (which of course is not at all a small or bad thing by itself), and not being able to also team up and look at the bigger picture, share our learnings and build reusable products or services that will move us forward in the long run. To be honest I’m really afraid that our consultancy will be too successful so I don’t have anyone to do business development work with outside our customer assignments, or “play with” as I usually see it. Work is not work for me when it comes to this, it is pure creativity and fun. This might be a radical thought for many to be a consultancy and NOT wanting everyone to be 100% at paid customer assignment. I know it seems contradictory, and that most consultancies and agencies do the exact opposite. They ask people to do all internal work outside of their 40h work week which for me is totally unfair and not something you can ask any employee to do. Only founders do that. We work our asses off often, but it is because it is our company. Our baby. We do it because we believe in something and we set the rules for ourselves, they don’t. As a way to reinforce this belief we have created a model (structure) to support this that we call Dandy 4×4 where we state that we only want to work 80% in “our roles” and 20% growing ourselves, each other, Dandy and our customers’ business. This is also supported by structures in each of the 4 areas that we continuously improve and adapt separately.

First to trust wins – getting to know each other will make us psychological safe

This is a hot topic for us now, and has been since we started out. It is often a difficult thing to build trust within consultancies since people often don’t meet their peers often enough to build personal relations. We have worked with this in mind and tried out different things along the way. One thing we have to support and build trust between the people within Dandy is creating a My Needs profile. This profile gives me an understanding of my own key drivers, what is important to me. This also helps us understand others around us. If we are very different and have different drivers we might see things very differently. Now we haven’t been putting enough time into getting to know the whole Dandy System with everyones profile in a couple of years, but everyone always gets their own upon joining Dandy which is a great foundation to build upon when we have the need and time to share with each other as individuals or as a group.

The Buddy System is another structure thats part of the Dandy 4 by 4 development framework. This is a structure where we connect people 2 and 2 or up to sometimes 4 people while waiting for a split. The idea is that they check in with each other more often, weekly or bi-weekly and coach and help each other on any topics. The buddy system can also be used to perhaps get more structured strategy work done, or communication by asking all buddys to do a specific assignment and then share. We have so far focused on using it to build a network of people to make people get peer coaching and make them feel safe by getting to build strong relations with one person at a time, and then rotating about every 6 months. Me and Mathias have many times been so grateful for this system which by far outperform any traditional people managers we have seen before when it comes to bringing safety, trust and support. And we would not have been able to run Dandy without it. What we have realized now the past 6 months or so is that we now need to split it into two buddy systems since we are over 20 people, and having a buddy facilitator within each system to help and keep it alive and bring all buddy pairs together more often for activities might be a good idea. It has turned out not all buddy pairs meet as often as they might have intended, and it has also been failing in the sense that it hasn’t been able to pick up these “system errors” as quickly as we might have wanted it too. A couple of people have sadly become critically ill because of stress during Covid and we can see that the buddy system can not handle those kinds of things, it is not something we can have instead of taking our responsibility as an employer. These people have been cared for by me and Mathias as employers, and both are now well again and doing good. This will be on our shared Dandy agenda moving forward to adapt and fine tune the buddy system, so that it will become what we need moving forward too.

Another thing we have tried and started with just a few month ago is “Secret Dandy Dates” which is as it sounds, someone pulls together some Dandies in a smaller group to spend some time together and do something non work related together to socialize and get to know each other a bit more. This is a test to see if it can help build relations between people faster, and not just those working on the same assignment. To run a SDD anyone can just let RoseMary in Dandy HQ know who will be invited and then give her the receipt afterwards. We have said around 2000 SEK is a maximum per individual per 6 months. But as always, it is making it happen that is the most important, and not following the rules. I’m hoping everyone will have at least one SDD after 6 months 🙂

The picture below is from the first Secret Dandy Date where I invited Kari, Rachael and RoseMarie by asking them separately if they were free a night a few weeks ahead, and then gave them information about an address and time where they should be on a specific date…. They managed to figure out about half of it, that we were going to an amazing vegan restaurant, but the part about building mini eco systems in glass houses before dinner they had no idea about. We had a really lovely time and we still connect about how our plants are doing in the glass house 🙂

Moving from start-up to scale-up? The future will decide, but we will do our best to not make it a screw-up 🙂

These are some of my, and our, beliefs, mistakes and learnings so far on our 5 year journey moving from a startup to perhaps a scale-up, but most certainly not a screw-up 🙂 We don’t know what the future holds for us but I’m confident we can manage it as a team just as long as we stick to our values. That makes me feel safe, and thats why I love the work I, and we do.

When I asked the dandies for some feedback on this post some people asked for more mistakes, it feels like everything has been really smooth and everything is turned into learnings and actions. And of course there have been small mistakes too, everyday. And big ones too that are not mentioned here but more of respect to those involved because I believe no matter how much the “mistake” may hurt us we should not hold grudge or dig a hole and stay there, we should get out of it, make sure we are all safe, get the dust of our shoulders and find a new path forward. We have had lots of reasons to give up along the way, but even more to continue and work even harder – but mostly smarter. Love and values will lead the way.

As I hope you understand who have read this far (big thanks to you), none of these ideas are silver bullets alone, and I can assure you a lot of work will be needed to make your dream happen no matter which way you go, but I really hope you do it. Take that step, start your own company based on your own vision, or adjust the company you are in to better align with what you believe in and fight hard for those values. Feel free to use any of our models and learnings if you believe they might help you. Please reach out with any thought, questions, ask for support when needed, or if you want me or any of the other Dandies to come and share the story.

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In this episode I met with Per Kristiansen to talk about serious games (or serious play as they call it at Lego) that we love using as a safe way for exploring complex strategy and play out different scenarios. Per tells the story how it all got started at LEGO when their CEO needed a better way to work with strategy and they created Lego Serious Play. Per was part of the internal research team that discovered that using lego bricks for simulation and learning was just as useful for adults as it is for children. He tells a fascinating story of how they first failed, but later discovered how to make it work and developed it to the metod that it is today, and how it has now expanded from being an internal method within Lego to a global phenomena that it is today.

The conversation starts with us sharing our purposes and values behind our two companies, Trivium and Dandy People, and it happens to be a perfect match 🙂

If you are interested in learning how to facilitate the Lego Serious Play Method Per travels all around the world to facilitate Lego Serious Play trainings and we are really happy to welcome him to Dandy People and Stockholm too

Read more and sign up for the 4 day Lego Serious Play Certification Course in Stockholm here

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In this episode of Dandy Conversations I met up with the founder and CEO of Adventures with Agile (AWA) Simon Powers to talk about the values and purposes that drives their companies. We talk about how our work aims to changing mindsets, making people flourish and become their best and how we can support our customers to meet their goals and visions.

I first came to talk to Simon many years back when I first created the Agile in a Nutshell with the Agile Onion which is a creation by Simon, at least in the form that we have it in the poster with the arrow and the descriptions. I contacted him then to see if he was ok with me putting it in the poster – and he was 🙂

Today we both run successful Agile coaching agencies built on the same mindset, to collaborate and use the power of the network to help as many as possible get value from Agile.

The reason we recorded this video was to share our collaboration as companies more openly with the world. AWA have been running their fabulous Agile Coaching trainings with us at Dandy as their partner for Sweden for a few years already, and we are really happy for the collaboration since we know they deliver trainings in the same way we at Dandy do, with Training from Back of the Room and with trainers who themselves work with – and are experts within what they teach others. So no boring theory sessions, instead engaging, fun, deep insights and hands on learning.

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We are so happy to be able to share the Agile HR in a Nutshell Poster with you for free also in simplified Chinese! Thank you so much, Paulino Kok and his team at agilizing.com for your awesome work with the translation 🙂

DOWNLOAD IT FOR FREE: Here you can download it for free in high resolution in Chinese>

hr for agile in a nutshell Simplified Chinese

Interested in the English poster? : Here you can download it for free in high resolution in English >

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We are so happy to be able to share the Agile Recruiting in a Nutshell Poster with you for free also in traditional Chinese! Thank you so much, Paulino Kok and his team at agilizing.com for your awesome work with the translation 🙂

DOWNLOAD IT FOR FREE: Here you can download it for free in high resolution in Chinese>

recruting in a nutshell Traditional Chinese

Interested in the English poster? : Here you can download it for free in high resolution in English >

(more…)
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We are so happy to be able to share the Agile Recruiting in a Nutshell Poster with you for free also in simplified Chinese! Thank you so much, Paulino Kok and his team at agilizing.com for your awesome work with the translation 🙂

DOWNLOAD IT FOR FREE: Here you can download it for free in high resolution in Chinese>

Recruiting in a nutshell Simplified Chinese

Interested in the English poster? : Here you can download it for free in high resolution in English >

(more…)
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Since we like to have fun and laugh here at Dandy People we did an Agile Advent Calendar last year full of Agile inspired Dad Jokes, so if you missed it we have the wrap up for you here.

December 1

Cycle time is a measure of the elapsed time when work starts on a product or feature until it’s ready for delivery. Cycle time tells how long (in calendar time) it takes to complete the product, also including non value adding time (waiting time).

Thanks to our Dandys Rachael Gibb for the idea, and to Mia Kolmodin for the modelling 👏
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We are so happy to be able to share the Agile HR in a Nutshell Poster with you for free also in Polish! Thank you so much, Anna Senften for your awesome work with the translation 🙂

Download the Agile HR in a Nutshell in Polish for free here (PDF) >

Read the original post about the poster and download this poster in English here >

Free to download, use and share

The posters are published under Creative Commons License, so please use it and share it as you like. If you are interested in doing a translation to any other languages please let me know and I will help you with the file and publish it here in the blog as well.

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En teambaserad organisation är ett ekosystem av team. Dessa kort är tänkta att användas för att kartlägga nuläget för respektive team i organisationen och sätta mål för vilka typer av team man skulle vilja ha och därigenom identifiera vad som håller teamen tillbaka från att ta sig dit.

Den här modifierade versionen av team topologier bygger på det fantastiska arbetet från teamtopologies.com som är skapat utifrån ett DevOps-perspektiv. De tillägg och justeringar vi har gjort på ursprungsmodellen syftar till att möjliggöra en tydligare produkt-ledd organisation där agila ledningsteam utifrån Agile Management Areas är en viktig del och justering för kundcentrerade produktteam där ofta även marknad och tech möts i gemensamma team, i stället för enbart stream aligned vilket är mer vanligt på en IT / Infrastrukturavdelning.

Conway’s Law är ett begrepp som pekar på att system ofta speglar organisationen som bygger dem, dvs för att justera de teamen man i nuläget har som ofta är av typen komponent-team och röra sig mot ett ekosystem som bygger på produktteam behöver man göra en omvänd Conway’s Law design. Då utgår man från vilka förmågor man skulle vilja att organisationen, och teamen har, kanske vill man att teamen har förmåga att ansvara för en optimal upplevelse direkt till slutanvändare utan mellanhänder. Äger produktutvecklings-processen end-to-end. Tar ansvar för det de bygger över tid och ser till att det skapar verksamhets och affärsnytta på både kort- och lång sikt – det vill säga vara ett Produktteam. Viktigt är att betona att man alltid behöver en mix av team i alla organisationer, enbart produkt-team är inte eftersträvansvärt, utan vanligt är att man har plattformsteam samt även enabling team, vad man dock vill gå ifrån är komplicerat subsystem-team (komponentteam), samt ha team med både produkt, plattform och enabling uppdrag.

Utifrån det målet kan man sedan identifiera vilka typer av team man har i nuläget, samt vilka typer av team man behöver för att steg för steg förändra den tekniska arkitekturen och förmågan i organisationen för att möjliggöra mer autonoma produktteam på sikt.

Alla team behöver även få tydligt definierade mål som de kan arbeta mot. Dessa mål ser olika ut beroende på vilket typ av team de är, men målet brukar var att ha uppdrag för teamen som spänner över ca 6 – 12 månader som gör att de själva kan se om de bidrar med värde och stöttar dom i att göra löpande prioriteringar.

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Vi är som bekant nyfikna av naturen på Dandy People. Efter sommaren 2021 var vi specifikt nyfikna på att lära oss mer om vilka utmaningar, problem och möjligheter som finns för medarbetare inom offentlig sektor – och så klart om det kanske skulle vara så att Agila arbetssätt och tankesätt skulle kunna vara möjliggörare.

Därför höll vi en designsprint en hel vecka i början av Augusti för att lära oss mer om tillitsbaserat ledarskap och ledning (styrning) och hur de som arbetar i offentlig sektor upplever sin situation.

Denna rapport bygger på svar från en enkät som lades ut på LinkedIn i samband med designsprinten i vecka 32 och 33, 2021. Enkäten har varit öppen för vem som helst att svara på. I slutet av presentationen har vi samlat alla originalbilder från enkäten med alla svar. Vi har dock inte tagit med den frågan där de svarande anger sin organisation och roll.

Hämta och titta på rapporten gratis som högupplöst PDF från Dropbox >


Vår analys och slutsats utifrån denna enkät

Det finns mycket stor förbättringspotential i att prioritera att hitta stödjande arbetssätt för tillitsbaserad ledning och ledarskap inom Svensk offentlig sektor i dag då hela 66% anger att det aldrig, eller bara ibland är prioriterat på deras arbetsplats.

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There are many ways businesses can organize to grow and deliver value, but not all of them are equally effective. Melissa Perri, the author of The Build Trap, acknowledges four primary organizational patterns that take very different approaches to achieve growth and value delivery, we have added a fifth pattern that is very common too, the budget-led organization.

Budget-Led Organizations

Budget-led organizations focus on long term planning and mitigate the risk of people working on the wrong thing by having everyone hand in their plans on an often yearly basis and having them reviewed and committed to. This is often a time consuming process, not only to plan, but also to follow up on how all parts of the organization are doing compared to the plan. Important metrics are often deviation from plan as well as obsession over if the work is maintenance or innovation (opex or capex). This type of internal focus gives the organization a locked focus. No matter if the target moves away, the structures are set up to make sure you stick to the obsolete plan. It does not allow new insights to impact what gets delivered and the organization cannot have customer focus nor compete on a fast moving market. Most times people in the organization spend most of their time trying to find ways to game the system to be able to have any success at all.

Sales-Led Organizations

Sales-led organizations work closely with clients to define the product roadmap, taking all of their requests, and sometimes customizing things especially for them. The challenge, however, is when it comes to scaling. Organizations with 50 to 100 customers or more cannot build everything uniquely to match the needs of each customer unless they want to become a bespoke agency. Most products delivered by sales-led organizations suffer from debts in all possible ways; product, usability and tech.

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We are so happy to be able to share the Agile Coaching in a Nutshell Poster with you for free also in simplified Chinese! Thank you so much, Paulino Kok and his team at agilizing.com for your awesome work with the translation 🙂

Free download of the Agile Coaching in a Nutshell in Simplified Chinese in high resolution (PDF) >

Read the original post about the poster and download the Agile Coaching in a Nutshell poster in English here >

Free to download, use and share

The posters are published under Creative Commons License, so please use it and share it as you like. If you are interested in doing a translation to any other languages please let me know and I will help you with the file and publish it here in the blog as well.

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In this poster, I have collected some organizational design patterns from Agile product organizations at scale. The highlighted questions might serve as an entry point to different topics, such as design principles for the organization, strategy for growing teams and individuals, how to enable autonomy and alignment and how to design the leadership teams to support and grow an awesome product organization that delivers products customers love.

Download the poster in high-resolution Product Organizational Design Patterns poster as PDF >

Highlighted questions to reflect over in this poster

  • How do we measure success?
  • What are our guiding principles?
  • Are we optimizing for flow?
  • Are we optimizing for value?
  • What is the capability we need to scale?
  • How do we enable flow of information?
  • What is the Minimum Valuable Bureaucracy
  • What roles do we need in our leadership team?
  • How do we grow teams & individuals?
  • What type of teams do we need?
  • How do we enable both autonomy & alignment?
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“On the Cover” is a great exercise to define the vision for a product, service, company… you name it!

Use it with your team to define your vision. If you create one each you can then share your thoughts with each other. It might just be valuable to see if you are aligned with eachother on the big picture, but you can also create one picture together and build on what you all shared and find the next level together.

If you are far away from each other on important topics, talk about why and what that means. It is valuable to get a shared vision to be able to know if we are doing the right things and to engage the team.

Free High-Resolution Download of the “On the Cover Poster” (PDF) >

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Ever wondered what the business impact would be of delivering continuously in small batches instead of everything in a big bang? Watch this video and reflect if you could benefit from delivering in an Agile way.

This video is produced as a part of our custom-made training materials in Dandy People Academy.

Visit our digital learning platform here: https://www.agileonlinetrainings.com/

Our total learning offer here: https://dandypeople.com/training/

See more videos on our Youtube channel >

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Bild från MyNewsdesk

I dag stod det klart att Karin Hagren är vinnaren av Stora Ingenjörspriset i Ledarskap. Vi vill gratulera Karin till detta fina ledarskapspris och samtidigt passa på att välkomna Karin till Dandy People! Karin är i dag Agile Director på King och kommer att börja som Agil Enterprise Coach hos oss på Dandy People i Augusti. Vi ser med tillförsikt fram emot att få lära av Karin och jobba tillsammans hos våra fantastiska kunder.

Utdrag ur pressmeddelandet på My Newsdesk

“Det känns jättestort att vinna! Jag brinner för ledarskap och har gjort det i hela mitt yrkesliv, så det känns fantastiskt att bli nominerad av mina medarbetare och sedan vinna, det känns helt grymt! Det är genom ledarskap man får saker att hända och det handlar om att få alla att vilja vara med och lyckas tillsammans”, säger Karin om att motta priset.

Juryns motivering
Mottagaren av priset utövar ett ledarskap som visar vägen och möjligheter och är utforskande och sökande istället för dikterande och styrande. Vinnaren är en nyfiken ledare med stor erfarenhet av arbete i internationell kontext. Hon är både strukturerad och pragmatisk samtidigt som hon är en kulturbärare av rang. Vinnaren har skapat en miljö för aktivt lärande och visar stor öppenhet för förändring. Hon leder geografiskt utspridda personer och team, drar dagligen nytta av sin ingenjörsbakgrund och har fokus inställt på det agila arbetssättet.

Läs hela pressmeddelandet på Mynewsdesk här >

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When working in Agile teams, we want the teams to do usability testing to get quick feedback. This is the most efficient way to make sure we are building the right thing. The Test Canvas can be used to speed up the feedback process and enable more people to learn how to do it and join the process.

This canvas is created based on UX professionals practices and guide anyone through the process in a safe way as well as minimize the time to define and conduct usability testing on a continuous basis – it is perfect for building and scaling the UX capability in many product teams.

Download the test canvas for free as a high-resolution PDF >

Usability testing is qualitative as opposed to a quantitative method

The purpose of usability testing is to observe users and how they solve common user tasks in a prototype or existing service to see if the solution is working well. We want them to talk out loud so we can understand how they think when they use it.  We want to be able to ask them questions so we can better understand their mental models and experience. Since it is a qualitative test where we listen to and look at how users behave and how our service performed it is usually enough to test with 5-8 people. Once you realize nothing new “big” is coming from the tests you know you have reached the limit for what is needed now. But once you have fixed those issues you might test again on new people. You find more information about this in the canvas.

Usability testing can be done on anyone and any user type

Usability testing can be done on anyone and any user type. A user interview on the other hand is something else, that is when we need to learn if the solution solves a specific problem. In that case, we need to validate that on the target group and perhaps someone who is like our users and a specific persona. Often we then need to interview or observe 20 people instead of only 5-8.

Usability testing can be scary at the beginning

Meeting with customers and doing usability testing, in the beginning, can be intimidating. A good way to get started is by creating a safe-to-fail environment by practicing with people you know. Remember, if the team can test on real users once in a while and get valuable feedback, it is so much better than never getting to meet with any users and never getting any validation on what they do. It is also a lot better than only having experts outside of the team, or even worse outside of the organization.

Good methods for usability testing

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February 2021 was an amazing month for the evolution of agility. As a celebration of the 20th birthday of the Agile Manifesto, there was a month-long, worldwide, free, virtual festival, started by Scott Seivwright. It was open to anyone to join in as a participant and speaker or to host any kind of virtual event, and it was totally self-managed and co-hosted by ambassadors across the world.

I was honored to be the Swedish ambassador

Together with my team at Dandy People, and particularly Patrik Ekstrand who worked full time on this, we supported people to set up talks and events and promote them to the audience. A really big thank you to all the great speakers and everyone who joined in making new friends, building relations, and shared learnings! We are already looking forward to the 2022 event 🙂

The Agile 20 Reflect Festival Videos

As the festival closed, it had over 700 sessions, with speakers ranging from first-timers to co-authors of the manifest. Here is the official Youtube channel for the Agile 20 Reflect festival > And below I have collected the sessions that we hosted and recorded. You also find them on the Dandy People Youtube channel >

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The product development process is the end to end process we go through to make sure we build the right thing. As a Product Manager or Product Owner, your job is to lead this process, or parts of it, together with your team. 

The process looks the same no matter if you are working in an environment or product with legacy systems or a totally new product. This could be a waterfall, step-by-step process if you are in a slow-paced environment where not much is changing over the time it takes to think, build and ship it, but most often we need it to be more of a fluid process where we can go through it in different ways, with different methods depending on the need. We often want to get from start to end as quickly as possible to not just get quick feedback from stakeholders but also from real users to make sure we build the right thing and solve real customer problems.

The keys to building the right thing lay both in defining the right problems in connection to your business goals and finding the solution to solve the problem. When we work Agile we need to get quick feedback along the way and adapt the solution as we go, and we do that by embedding feedback loops into the process. As you can see above the process the feedback you get in the different parts of the process should help you either move forward or go back to re-iterate your assumption or solution, this is what we call Lean UX and Lean Startup depending on what we are building. 

In this chapter we will look at the different parts of the process and what methods can be used to be able to deliver in an Agile way, to get customer feedback, and to involve the stakeholders, team, and customer in a good way along the process. 

A couple of things to reflect on:

– Where are you in the process now? 
– Do you do work in all parts of the process?
– Do you, or the teams, often jump directly into planning?
– Is someone else doing part of the process, or is no one doing it?
– Do you and the team evaluate and optimize what you ship?

DOWNLOAD: Download the free poster in high resolution (PDF) >

The Product Development Process Poster

This poster with the overview of the product development process can be used for discussing your current ways of working, and as support for anyone to move from traditional ways of working with product development and product management. It can also act as a great support in planning how to work in the team together, and to create a high-level plan when starting some new product development.

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This is a workshop that I have used a couple of times to enable shared ideas about product development with development teams. It is originally called ”Prune the Product tree”, and part of the book Innovation Games by Luke Hohmann.

Last Friday we used it with the Dandy People team to look at Dandy and what we might need to, and like to focus on and do next, and what fruits we think it might give us.

I love these kinds of workshops and formats that are visual and where we can use metaphors and get creative in our discovery and prioritization together. The full workshop was over 4 hours (and we didn’t finish).

USE THE MURAL TEMPLATE: Use the template in Mural

FREE DOWNLOAD OF PDF: Download the Prune the Product Tree poster for free in high-resolution PDF format

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We believe that well functioning Agile leadership teams are one of the most important functions of an Agile organization, but also one that often seems to be underdeveloped in most organization. That’s why we got together after summer and started to sketch on good practices and principles for Agile Leadership Teams.

Agile Leadership Team in a Nutshell Poster

We have collected some of our best tools and tips for cross-functional leadership teams that want to support the organization and build structures for Agility in this new poster. We are so happy to now finally be able to share the Agile Leadership Team in a Nutshell Poster with you for free!

DOWNLOAD IT FOR FREE: Here you can download it for free in high resolution >

Recording from the Release Webinar November 30

On November 30 we hosted a webinar where we launched the poster and shared our insights and learnings from where we created the poster.
You can also find the video on YouTube

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This is the ninth posting in the Agile Leadership & Management Series

Leaders play an important role in Agile organizations, as they give direction to the organization, manage the structures around the Agile teams, act as sponsors, empower both teams as well as individuals and, perhaps most importantly, foster a culture of psychological safety.

In Agile organizations, a leader is responsible only in one area. Either PEOPLE, PRODUCT, TECHNOLOGY, or PROCESS. The Agile Coaches coach the people in all processes and areas to improve the value and flow continuously. This is the core of an Agile Leadership team, also for the executives. 

The Agile Leadership Flower

The cross-functional Agile Leadership Team works together on moving the organization forward while working within each area supporting their people at operational and tactical as well as strategic level.

The Main Mission for the Agile Leadership Team is to improve structures and increase the outcome of the organization.


Did you enjoy this post? Follow us on LinkedIn for daily updates >

The next post in the November Agile Leadership and Management Series: “Are you really a Team?”


Sign up for the launch of the Agile Leadership Team Poster

The new Agile Leadership in a Nutshell poster will be released at the end of November 2020. Sign up for the free release webinar here if you want to learn more.

Topic: Free Webinar – Release of the Agile Leadership Team in a Nutshell Poster
When: Nov 30, 2020 06:00 PM Stockholm time
Register in advance for this webinar:
https://us02web.zoom.us/webinar/register/WN_8-st6zZGQA2M-xQLS12euQ

After registering, you will receive a confirmation email containing information about joining the webinar.

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This is the seventh post in the November Agile Leadership and Management Series.

The Strategic Leadership Room visualizes what we are doing in the organization, what we think we should be doing, and how things are going. It is a great way to enable a shared understanding and make strategic decisions together on what is needed, and when it is needed.

The Agile Leadership Team needs to facilitate this and invite the right people to make well-informed decisions. When the executives are invited to see what is going on with updates from the teams on both impediments, speed of flow, quality, how the teams are doing – and how the customer experience is, how the delivery of value is going and how the investments are going, they can support new strategic decisions if needed.

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This is the fifth post in the November Agile Leadership and Management Series.

So, now the time has come to look into a number of setups and activities that you can use to help get your Agile Leadership Team up and running and, continuously use for effectiveness and smoothness in their daily work.

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This is the second post in the November Agile Leadership and Management Series.

With the Agile Leadership Team Bingo, you can gamify your work with your leadership- and management improvements for yourself and your leadership team. Challenge each other to see how many “BINGO” you can get in a day, week, or month? 

FREE DOWNLOAD: Download the Agile Leadership Bingo as PDF >

Print it out, or use it digitally and bring it to your next leadership team meeting together with scissors and glue and we can guarantee that it will be one of the most fun and engaging leadership team meetings ever 🙂

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This is an interview between Mia Kolmodin and Mattias Skarin on the basics of Agile Procurement and Agile Contracting.

Topics discussed

– When should you use Agile procurement?
– What are the different steps in an Agile procurement?
– How do you Agilize the process?
– Are there any successful examples?
– What are the most common pitfalls when getting started?
– How do you get started?

The founders of agilakontrakt.se

Mia and Mattias are the founders of agilakontrakt.se and on this website they have for about 5 years collected good examples and created tutorials and guides in order to support the agilization of the procurement process in Sweden.

They have also set up several conferences in the Nordics on this topic and hosted a network that meets 4 times a year and shares experiences to grow new capabilities within the public and private market in Agile procurement. Anyone is free to join this network, you find it on the website.

Here they have gathered the existing content in English: https://agilakontrakt.se/category/in-english/

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We feel honored to have been invited to the Hacking HR chapter in Sofia/Bulgaria 🧡 In this webinar Mia Kolmodin and Thomas Eklöf walk you through the new poster on Agile Recruiting to manage in VUCA.

Free download of the Agile Recruiting in a Nutshell poster

As always you can download the poster in high-resolution PDF for free >

We are also looking into running a second webinar before Christmas, but this time perhaps in Swedish 🇸🇪 Please let us know if you are interested.

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Inspelningen är från DIs HR-dag den 30 september 2020 på Grand Hotel i Stockholm och online.

Här delar Mia Kolmodin på 15 minuter med sig hur Agila metoder kan användas av HR för stötta organisationer att transformera sitt eget arbetssätt, samt stötta organisationen i en Agil transformation för att att leverera rätt värde vid rätt tidpunkt. Mia rör också ämnen som Agilt Ledarskap, Agila Team och Agila tankesätt och ger dig 5 nycklar till en lyckad Agil Evolution.

Läs mer om hur Dandy People kan hjälpa er att nå era mål med Agila arbetssätt och mindset: https://agile.dandypeople.com/dihr/

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Ämnet för årets DI HR-konferens är människor och kultur med mycket Agilt fokus.

För att hantera den oväntade situationen har många företag nu snabbt tvingats att digitalisera många av sina arbetssätt, och kanske även att till viss del agilisera sig.

Vi ser ännu tydligare än tidigare hur viktigt det är att inte hålla fast vid långa detaljerade planer, utan att i stället snabbt ställa om och möjliggöra för medarbetare och korsfunktionella team att fatta snabba beslut baserat på nya insikter för att lösa komplexa problem på bästa möjliga sätt.

HR spelar en mycket viktig roll för att möjliggöra en Agil transformation med snabbare leveranser, mer fokus på löpande innovation, teamarbete och strategisk flexibilitet. Med en mer snabbrörlig teambaserad organisation gäller det för HR att bland annat sluta arbeta med långsamma årliga cykler, som HR-hjulet, och i stället leverera förbättringar oftare, att prototypa och bygga in ett lärande i arbetssätten för att förbättra medarbetarupplevelsen och minska ledtider, att hitta nya samarbetsformer och arbeta korsfunktionellt att ställa om från ett individbaserat synsätt till fokus på teamet.

Nycklarna till en lyckad agil transformation, 20 min föreläsning online

Mia går med hjälp av inslag från praktiska case igenom de största strukturella förändringarna som ledning och HR behöver göra för att skapa förutsättningar för en teambaserad och snabbrörlig organisation och möjliggöra en lyckad Agil transformation.

DI HR’s heldagskonferens 2020 direktsänds från Grand Hotel i Stockholm.

På grund av situationen med Corona så livesänds konferensen och Mias föreläsning digitalt. Som besökare kommer du också att ha möjlighet att möta oss på Dandy People digitalt, ställa frågor till Mia och våra andra Agila experter, samt ta del av vårt coaching och utbildningsmaterial kring Agil HR, ledarskap, Business Agility och Agil transformation.

Boka din biljett och se agendan här >

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We are so happy to be able to share the Agile Leadership in a Nutshell with you for free also in Italian! Thank you so much Alessandro Amelotti for your awesome work with the translation 🙂

DOWNLOAD IT FOR FREE: Here you can download it for free in high resolution >

Agile Leadership ITA

Free to download, use and share

The posters is published under Creative Commons License, so please use it and share it as you like. If you are interested in doing a translation to any other languages please let me know and I will help you with the file and publish it here in the blog as well.

You are free to:

Share — copy and redistribute the material in any medium or format
Adapt — remix, transform, and build upon the material for any purpose, even commercially.
This license is acceptable for Free Cultural Works.
The licensor cannot revoke these freedoms as long as you follow the license terms.

Under the following terms:

Attribution — You must give appropriate credit, provide a link to the license, and indicate if changes were made. You may do so in any reasonable manner, but not in any way that suggests the licensor endorses you or your use.
ShareAlike — If you remix, transform, or build upon the material, you must distribute your contributions under the same license as the original.
No additional restrictions — You may not apply legal terms or technological measures that legally restrict others from doing anything the license permits.

Here you find all the other Free Agile in a Nutshell-posters in the series that are now translated to 14 languages and downloaded over 70.000 times world wide

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We are so happy to be able to share the Continuous Learning and Growth in a Nutshell with you for free also in Spanish! Thank you so much Agilitychanges for your awesome work with the translation 🙂

DOWNLOAD IT FOR FREE IN SPANISH: Here you can download it for free in high resolution >

Agile Online Trainings as a turn Key Solution

We have created Agile online trainings that your Company can use for training and transforming the organization and enable Agility. these trainings are based on our posters, Agile in a Nutshell, Agile Leadership and Agile Teams. You can read more about our turn-key learning solution for enterprises here >

Here you find the original post and poster in English with free download >

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Vad är VUCA egentligen och vad betyder Agilt för rekrytering? Det och mycket mer diskuterar vi i det senaste avsnittet av Agila HR-podden med Frida Mangen. Jag med som en av gästerna tillsammans med de andra bakom vår senaste poster Agile Recruiting in a Nutshell.

Vi hade mycket spännande diskussioner tillsammans under själva framtagandet av postern, och så även här i studion – och vi är inte alltid helt överens 🙂 Jag delar med mig av lite av mina tankar kring hur man kan arbeta med rekrytering på ett Agilt sätt och hur man kan rekrytera för en Agil organisation.

Lyssna här på avsnittet “Rekrytering i en VUCA-värld” här >


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The recruiting and onboarding process is something that often has to be adapted when organizations “go Agile”. We were curious about what can be done to adapt the process for the people working with recruiting, what it would mean for the candidate, and how and what to look for when hiring for Agility. So we got together as a cross-functional team to look at this with our different perspectives, Frida Mangen, known from the popular pod Agila HR-podden, Thomas Eklöf, and Nils Hallén, both experts on recruiting and authors of books like “Innovative Recruiting (in Swedish), Björn Sandberg Agile HR and transformation expert at Dandy, and myself, to see if we could create a poster as a first step. The work of creating the poster started in October 2019 and was paused a bit during COVID19. Now we are so happy to be able to share it with you after 8 months!

Free Download of the Poster

ENGLISH: Free Download of the Agile Recruiting in a Nutshell poster here (PDF) >

SPANISH: Free Download of Reclutamiento ágil en pocas palabras >

SIMPLIFIED CHINESE: Free Download of the Agile Recruiting in a Nutshell poster here (PDF) >

Modern Agile Recruiting Principles

You can think of these principles as a lighthouse. If you are in sight of the light you are on the right path, but if you lose sight of it then you are probably off course.

Learning
Dare to experiment! Test new ideas, gather data, learn, and improve! Beware that you still need to treat your candidates equally to sustain a reliable process.

Psychological Safety
Human relations before processes and tools. Consider how you can create an environment where the candidate experiences psychological safety. This will help you to assess how the candidate behaves in a normal setting, otherwise, you risk just assess their behavior under stress.

Potential
Potential eat experience for breakfast! Potential is critical for your future success. Rather than looking for readiness, i.e. previous experience, look for the right traits, motivators, capabilities, and behaviors.

Creating Value
Adopt a dynamic mindset for recruiting. Evolve the way you work with recruitment by continuously improving yourself and your processes.

We all love how Modern Agile supports everyone thinking and acting in ways that support Agility, that is why we created a version of the Modern Agile by Joshua Kerievsky specifically for Agile recruiting.

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In this webinar we share our own story of what Agile has meant for u as individuals and our career. We talk about why Agility is needed today, and what a Learning Organization is and how it can support Business Agility. We also share some tips and tools you can use in your work as well as a glimpse of what it means to be an Agile Team and how you can become an Agile Transformational Leader. You will also gain an understanding of the content of the Online Agile Trainings from Dandy People.

A new live session of this webinar will come, but until then you can enjoy the recorded version here.

You will also gain an understanding of the content of the Online Agile Trainings from Dandy People.

Visit our online training center here to access the online trainings that are part of the webinar: https://www.agileonlinetrainings.com/

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In this webinar, Mia will share ideas and examples that enable Agile change and Agile ways of working, making any organization high performing by removing hindering structures and empowering the employees to deliver customer- and employee value.

In the world of today speed and flexibility is even more important than ever before. Unfortunately, this is the opposite of what our organizations have been constructed for.

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The FREE Agile in a Nutshell Course – Online
Target Group: Executives, Managers, Employees, Associates. In "old" and large companies as well as smaller companies and "start-ups". Organizations as well as individuals.
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