This last years, working as Agile Coach and trying to pull changes, I observed that companies are scared about experiments. They prefer something predictable, easy to follow, clear roadmaps and stability which gives them this desired feeling of control. But live is neither predictable nor stable, so why should companies be? And when I’m saying companies I’m talking about all that surround them: users, clients, colleagues, teams, people, stakeholders… Experiments add volatility and instability but for the sake of the evolution and growth; stability and predictability no.

Experiments help us grow and this is trial and error. May could not…


After reading “The art of business value”, a very interesting book written by Mark Schwartz, it was interesting for me because I linked a couple of dots inside my (not too much understandable) mind and I’d like to share this with you.

Most of the Agile frameworks ask for a business role, for example Scrum has the Product Owner (PO), Crystal Clear also talk about the Ambassador, XP is focused on what the user needs —actually this is user vale — , etc. As all these frameworks say, this is in order to maximize value delivered and also to avoid…


Uncertainties going away

I’m dealing with this problem during a long time ago, in order to feel comfortable, building stable systems and trying to be predictable. I though I was moving forward using Lean mindset (taking into account flow, avoid queues and waste), using empirical data, number of user stories done, Monte Carlo simulation, #NoEstimates, etc.

But today, I’d like to talk about what happens if you calculate sprint capacity using availability, I though people stopped doing this kind of Project Management approach inside SCRUM but I realized that is alive and kicking.

How does this kind of approach works? Easy peasy: using…


Last day I worked with a team in order to improve how they use Kanban and we did it using Liberating Structures and also talking about the 9 core values of Kanban.

A subset of structures from Liberating Structures

First of all, a quick introduction to Liberating Structures: They are 33 easy-to-learn microstructures that enhance relational coordination and trust, they are different from the old fashion and well known microsctures like: brainstorming, open discussion, status report, managed discussion and presentation.They quickly foster lively participation in groups of any size, making it possible to truly include and unleash everyone. …


After being really hooked with Management 3.0 philosophy this last three years, last year I landed to a couple of interesting books : “Freedom, Inc.” written by Isaac Getz and Brian Carney and Holacracy written by Brian J. Robertson. They talk about a different kind of management, a different point of view inside corporations where people move them to an upper level in order to make and build better places to work and healthy cultures.

What I really like the most from Holacracy is that it defines a framework where everybody can treat “tensions” moving this kind of issues from…


If you are an addict to metrics and all this kind of stuff is such an interesting topic, isn’t it?! After reading last David J. Anderson’s and Alexei Zheglov’s book “Fit for Purpose: How Modern Businesses Find, Safety, & Keep Costumers” — which I get it at the very beginning of this year at the KMP Course (Kanban Management Professional) at the LeanKanban University — I started thinking about a couple of interesting things… To be honest, this book is more related with business but it made me link what they talk about with other ideas.

Which KPIs do you…


The way people measure performance in organizations is often based on tasks, resource utilitzation, time and so on. But we would like to introduce a culture where people see measurement as a way to learn and improve, and also a healthy and trusted environment where people feel secure talking about how is going on. For these reason we started using a different kind of metrics, Metrics Ecosystem from Management 3.0.

6 month ago we decided to install a Niko-Niko calendar on the team’s board (Kanban board). The format of the calendar allows each team member to stick, at the end…


In my humble opinion, I think that money is not everything, this is something that my father told me thousand and thousand of times but don’t be naive, money is important… Maybe in the future we will work in a more altruist way but not now. Money is a sensitive topic, I think that this happens in loads of cultures and countries, because of that not all people feel confortable talking about it.

Surely all of us will agree that this is a very important topic, then who is in charge for? I see two aspects here, managing raises and…


Well actually Beakman has not came back to his TV show, but our IT team take his soul to our (let’s say) “R&D laboratories”.

In another post I talked about what we did with Moving Motivators trying to find our intrinsecal motivations and other stuff that makes us a little more happier at work. Ok, that’s a good experience but now I’m going to talk about one of the outcomes we made from the Moving Motivator workshop.

All team agree that, one of our weak points was investigation, we were really focused with on: our day-to-day work and acting as…


The older I am the more important I think that values are one of the most important things in order to build a great environment for a glued team. I couldn’t be more agree with the Peter Druker’s famous quotation “ Culture eats strategy for breakfast”, I think every culture must have a subset of principals which must be based on a set of values. Once you have theses, then you will be able to use them as a cornerstone in order to take decisions alone and/or jointly.

For this reason, we decided to take action in this matter and…

Joan Díaz

Agile, Lean, company culture, new ways of management or self-management enthusiast.

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