Agility With Jeff


Working with teams, speaking about agility and helping organizations put it into practice is what I am most passionate about.

Often, I speak about agile transformation, equitable leadership and innovative technology. Located in Toronto, Canada, but have spoken around the world.

I enjoy writing and have recently published my second book called,  Organizing Toward Agility, excerpts of which can be found below along with my blog, Agility Simplified which answers FAQ's about moving toward agility. 

Jeff Anderson Workshop
Agility Simplified

I was on the Agile Uprising Podcast  in February

Find it Here
together we can

Embark on The Agile Journey

Jeff Anderson Agility Simplified Blog

Answers to FAQ's to Get You Started 

Agility Simplified Blog

Organizing Toward Agility Excerpts

Excerpts From My Book

Organizing Toward Agility

Conferences & Podcasts

Speaking & Presenting

all things agility

Speaking Engagements

Kanban University

Lean Kanban North America

May 2012, 2014, 2016

Upcoming Podcast

Agile Uprising Podcast

February 2023

Lean Software & Systems Boston 2012

Lean Software & Systems Boston

May 2012

Book launch February 24 2023

Organizing Toward

We are hosting a book launch at the end of the month and are looking forward to an evening of colleagues, cocktails and celebrations.

If you'd like to get a copy of the e-book, send me a message at the link below. 

Organizing Toward Agility Book
Take a look

Praise for The Book

These are some of my favorite parts of the book

Excerpts from Organizing Toward Agility

why agile teams?

Agile teams are really a means to introducing the behavior of teaming, and only one means, albeit a foundational one. Teaming is the goal, not team.

how to improve a team

The easiest way to encourage a new mode of thinking is to simply empower the team to determine what jobs and roles mean to them. Let them determine how to share responsibilities. Encourage the team to make roles and interactions a part of their discussions on how to improve as a team.

The Traditional Organization

The traditional organization is based on concepts that are more than a hundred years old. Organized around departments, steered by management, working toward long-term plans, and operating based on a fixed playbook—the traditional organization is built to meet the needs of the industrial age, not the digital age.

 The goal was to drive down the price of production and achieve economies of scale through the principles of division, standardization, and control, ill suited objectives for the digital age.

The Modern Organization

The modern organization has been gaining prominence over the last several decades. Organized around teams, guided by experimentation, and operating through the lens of continuous improvement-  the modern organization is built to thrive in the face of constant uncertainty.

The goal is to maximize value of all stakeholders in the face of hyper-competition, crowded markets, fickle users, and shorter product lifecycles. The modern organization is based on the principles of market access, self-management, and continuous feedback.

what is agile?

Agile is a strategy to help organizations that face increasing market uncertainty by forming self-managing teams that have the autonomy to decide how value is created for their customers, enabling those teams to achieve their outcomes through intimate, direct, and frequent market contact. 

what is an agile powered team?

An Agile-powered teams, or simply an Agile team, is a team that is pursuing their path toward greater self-management through a combination of Agile and/or Agile adjacent principles, practices, and methods, regardless of the exact combination they use or how far they are along their journey.

scaling agility 

There is no magic, out-of-the-box solution that you can use to suddenly create agility within your organization. Scaling does not come from bloating your processes or from applying a more complicated methodology.

Scaling comes from taking inspiration from the agile-verse to enable team-work andsocial density atlarger organizational scales. The tangible advice to do this does not require following a prescriptive framework or dogmatic process.

knowing your audience 

From theaters to streaming, from file cabinets to the cloud, the sharing economy, the gig economy, digital everything—the world continues to go through waves of unprecedented change. The challenge of today is for organization to understand how to learn their way to the loyalty of an exact and exacting audience.

how to shift to a more progressive operating model

When thinking about shifting to a more progressive operating model for your organization, consider the following design principles:

  • Use small, stable, cross functional, self-organizing teams to deliver market value:

  • Use functional departments to grow capability in particular expertise

  • Use agile teams as spaces to engage in hyper-collaborative teamwork

  • Define coarse-grained jobs in terms of many fined grained, and overlapping, team oriented roles

  • Replace positional reporting hierarchies with ladders that represent levels of mastery

  • Manage cross-team dependencies through hyper-collaborative teamwork

  • Continuously balance team stability with the need to evolve as required to minimize handoffs

  • Place the majority of people in teams that have direct and intimate market access

  • Support teams travel to market facing teams to do their work

  • Support teams should treat market facing teams as their market

making better descisions

Succeeding in an age of constant change requires us to believe that most people want to work and that, under the right conditions, enjoy doing so.

We also need to believe that when teams with diverse skills and opinions are exposed to market feedback, they tend to make better decisions than their bosses, who possess increasingly limited context in the face of ever growing complexity.

uncovering your value network

The good news is that the new, people-centric way of working already exists in your organization at some level, else your organizations would not already be providing value in a complex world.

The problem is that your organization’s value network is working in spite of your management structure, not because of it.

 The work is to uncover your value network, remove the structural obstacles to it working, and make it official.

Let's chat

Get in Touch

Let's collaborate, I enjoy advising and strategizing about technology, leadership, agility and change management.
Get in touch if you'd like to chat about my book, an upcoming project or connect about an idea. 
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