👋Hi, my name is Marty de Jonge.
‘What you see is what you get’
‘If you really want to accomplish something, it can be done’.
That’s what describes me in short!
👉I’m a seasoned Agile professional with over 20 years of experience in various management positions in both the energy and telecom industry. The last 5 years I focused on change management within various international companies.
In this independent role I like to facilitate organizations and especially the people working within them by offering (different) ways of working together and linking this to achieving results.
If you have been walking around in the world of Agile and Scrum for a while like me, you might have run into this Gartner (2016)diagram a few times before. At least I see it being used in presentations more and more often.
The diagram combines ideas from Design Thinking, Lean Startup, and Agile, and to be honest, on the first impression I liked it. Looking at it the first time, I was really glad to see a major player like Garner embracing the combination of different approaches and practices instead of contrasting them.
With this first impression, I missed…
Feeling stuck lately? Are you having a hard time making decisions at home or at work? This is a common feeling right now, even for the most experienced and adept. As the world grows more complex, we have less certainty; we simply cannot know it all.
On top of that, many of the problem-solving skills we were taught are not so useful anymore.
To be effective in uncertain times we have to know when we are operating in emergent environments. In emergent environments, outcomes are not under our control and our usual bag of tricks is not so useful anymore…
Prioritization, whether we like it or not, is something we have to deal with every day. Do I buy that iPhone, or do I spend the money on my vacation? In organizations, prioritizing is a daily business. Companies use prioritization methods such as MoSCoW, WSJF, RICE, or the KANO model. Excellent tools that can help to maximize value in a structured way.
That is also where the limitations of these methods come into play. They are just tools.
Depending on the situation, one or the other prioritization method is better, but the vision and creativity determine the real quality and…
(The gathered lessons I’ve learned on my never-ending road of continuous improvement are too valuable not to share. Here my first one with deep gratitude towards Nick Chai. )
What comes to mind when his name appears? Tesla, SpaceX, or Twitter? With the recent crypto incident, it’s clear that no one should underestimate the power of Elon’s tweets. He could make any company go upside down with just a push of a button.
If you ever wondered what makes him special, you’re at the right place. …
Self-organization does not go “naturally”. In fact: it’s hard work. Because where previously the manager laid out the lines and divided the tasks, the team now has to solve this together. How do you prevent yourself from ending up in an endless conversation in which everyone has their say and results remain far away?
With Sociocracy 3.0 (S3 for short) you and your team make decisions in an equal manner, quickly, so that you can take action. This is a introduction for the practical application of Sociocracy 3.0.
Thanks to https://rebelwise.com/ for the original explanation
Sociocracy 3.0 results from the…
As a chairman, Project manager or Scrum Master one of your roles is to facilitate meetings and events but that sounds easier than it usually turns out to be. Old grown meeting habits and paradigms are hard to kill in many organisations and probably in yours too.
In this article, I share my personal best practices and a proven effective approach to make meetings more effective (and fun).
You’re in a meeting and you’re surprised by everything that is happening.
In our lives, we regularly step into something we call the “drama triangle,” like a victim or powerless person. Or, the other way around, we are only too happy to help or even rescue someone. (but do this only to feel good about it ourselves) Or we end up in the role of a persecutor. In that case, we want to be heard and ‘teach’ the other person how we ‘know’ things are. We call these three roles, the persecutor, rescuer, and the victim, the drama triangle.
You can (unconsciously) take on multiple roles and move from one role to…
A crisis is like being in a room for the first time. Suddenly the light goes out and it is pitch dark. You are shocked. And you immediately think: how do I find the exit as soon as possible? Not by walking there in a straight line. But you prick up your ears, wave your arms in front of you like a maniac and shuffle forward. Hoping you don’t trip too hard, bump into a wall or break something.
That is what has been happening lately, within many organizations. Also, managers and employees are inclined in their approach to reinventing…
“The way a team plays as a whole determines its success. You may have the greatest bunch of individual stars in the world, but if they don’t play together, the club won’t be worth a dime.”
– Babe Ruth
I have been a member of multiple teams and groups, some of which were high-performing and others that were dysfunctional. The leaders of those dysfunctional teams tried really hard to make things work well;
however, due to combinations of leadership and followership expectations, work styles/preferences, and the dynamic nature of the task — the leaders of dysfunctional teams came up short…
✍ I am an authentic, caring and skilled Agile professional. Love to read and write about organisational- and team design. A “Serial Continuous Improver” 😃