Async agile 1.0, is distributed agile 2.0!
This blog expands on the ideas from “The Async-First Playbook”. You can either browse through the posts using the grid below, or start at the very beginning. Alternatively, use the search bar below to find content across the site.
The power of flows and weak ties in your knowledge ecosystem
The approach of creating stocks of well structured, organisational knowledge has its limitations. In this post, I argue that you should invest in solutions that create flows and streams of knowledge while stocks move to a supporting act.
Farming tacit knowledge in a remote-first, asynchronous setup
Remote work would have renewed your organisation’s interest in knowledge management. Considering one can’t walk up to co-workers for a quick clarification, could we instead ask the system for an answer? In an asynchronous, remote-first culture, a solid knowledge strategy can be a productivity power up.
In this article and a few subsequent ones, I want to share my thoughts about creating a knowledge ecosystem that keeps pace with your people’s know-how.
How asynchronous work helps you be a champion for inclusion
As a manager or a leader in any tech firm today, I imagine you have a DEI agenda. Your people’s ability to work asynchronously can be a powerful tool to not just further that agenda, but also to differentiate you as a progressive leader.
In today’s post, I want to share a few notes about diversity and a few more about inclusion. I expect these perspectives will help you shape your organisation’s culture and eventual competitive advantage, starting of course with the people you influence.
The great hybrid kerfuffle
Remote and async first work is all set to be the standard way of working in the next decade. There’s still a window of opportunity for firms to be the early majority. Those that miss this window will lag the innovation curve in designing the workplace of the future. A misunderstanding of “hybrid” work can set organisations back in this journey. This is also counterproductive to async agile.
In today’s post I want to unpack the term “hybrid work” for you and I want to explain why misunderstanding this term is dangerous.
I get it love, but it won't work for me
When I speak to managers and leaders about asynchronous work, I receive a variety of responses. If they’re remote work naysayers, then there’s an obvious scepticism. Then there are the remote work believers who listen carefully. There are some who can immediately think of ways this “asynchronous work thing” would work for them and their teams. Many leaders, however, see the value for their people, or maybe “other people”, but claim it won’t work for them.
If you’re one of those leaders or managers, allow me to unpack asynchronous work for you. Who knows, you may find an idea or two to enrich your own work life.