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Value People

Valued People Create Value

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Valued People Create Value

I saw this exchange on LinkedIn between David Pereira and Michael Küsters.  

Here’s a snippet of what David said—

❌ Customers don’t care which agile framework you use
❌ Customers don’t mind how you work
❌ Customers couldn’t care less about your state of the art product delivery

✅ Customers only care about how you make their lives better—no more, no less

Are we sometimes or maybe too often missing the mark?

And Michael commented—

❌ Customers don’t care if you burn out your employees
❌ Customers don’t care if you don't listen to your employees
❌ Customers don’t care if you underpay your employees
❌ Customers don’t care if you fire your employees to keep more profit for yourself

The customer isn't everything. That's a dysfunction already.

✅ Customers will care if you treat people like people, with dignity and respect - because the service they'll get from such people is going to be different than the service provided by drones.

Later on in the comment trail, someone mentioned that you can do both—

Care about value creation and how you treat your people.

And I agree. But that statement puts the two on equal footing. However, that part I disagree with and want to prioritize one over the other.

I believe people should come first and how you treat your people drives the value that you create for your customers.

I realized that’s not what David was saying. But I wanted to lean into Michael’s perspective and amplify it a wee bit more.

Stay agile my friends,

Bob.

BTW: it’s worthwhile to read David’s entire post AND all of the comments.

 

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Value = Retention Equivalency under Pressure

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Value = Retention Equivalency under Pressure

We discussed the latest round of agile role layoffs at Capital One the other day in the Moose Herd. The news was that Capital One had laid off 1100 people, all with agile in the titles/job families. The public reason shared was that they’d sufficiently evolved their agile capabilities to a point where it made no sense to have independent roles. That (everyone) was now agile.

Of course, there was quite a passionate discussion about—

  • What are the fundamental driving forces behind the move?

  • Was this a perceived success / evolutionary step or a failure?

  • Since Capital One was such a bellwether, was this the beginning of a trend in the agile community?

  • What might happen to all of those people?

I was pretty struck by the turbulence that this one event created in our community, as the Herd reflected.

One of the things we got heated about was the intentions of the organizational leaders, particularly exploring whether they valued agile or not. And whether they valued people or not.

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