I collected some insights which I reflected after mentoring at LSM Amsterdam, about

1. Offering Options
   
2. Too many options
   
3. Targeting end users
   
4. Targeting companies
   
5. Products & Solutions
   
6. Fake for early validation
   
7. One-time transactions
   
8. How to win LSM
   

My experience with stabilization branches:

• Despite good intensions they do not work
• Everything is more complicated
• Local Optimization prevents system thinking

Im my post i share some of my observations what occurred when the developers decided to introduce a stabilization branches.

"Hab' keine Angst vor deinen Kunden!"

Bei der "Lean Startup Machine" (1. - 3. August 2014 in München) zeigten mehr als 20 Mentoren, wie Gründer kostspielige Fehler vermeiden und erfolgreiche Business-Konzepte und Produkte entwickeln können. Co-Organisator Nils Bernert, Senior IT-Berater und Agile Coach bei Valtech, fasst die Essenz im Blitzinterview zusammen.

Am 17.02.14 fand bei it-agile ein Treffen der Limited WiP Society München statt. Der Fokus der Limited WiP Society liegt auf Lean und Kanban. Mit ungefähr 20 Teilnehmern wurde auf diesem Treffem eine Simulation, die die Skalierung mit Kanban erlebbar machen sollte in einer Art Workshop mit 4 Teams durchgeführt (siehe Ankündigung auf XING).

Ein wirklich tolles Treffen!

The Team Radar is a nice retro activity. I provide some tips and improvements in this blog post.

Full credits to Daniel Kahnemann with his incredible book "Thinking, Fast & Slow"

These 70 bullets are quotes or summaries from the book, with page numbers.

Today Sven (@MrSnow76) introduced the GROW model, the "Coaching Funnel" and "Overcoming obstacles" to the attendees.

This time Sven and me did also do a "Pair Coaching", where we both used the GROW model to  help a colleague to get more ideas (options) to tackle a problem about "product quality" (well, "too many bugs").

On Friday 06.09.2013 I attended the Lean Agile Scrum conference in Zurich, Switzerland, and did a workshop together with my colleague Josef Scherer (@Coach4Scrum).

The workshop is called:

Disruptive Innovation & fast feedback cycles

We got the biggest room, the auditorium, but we needed to switch because we did an interactive workshop, all work was done in small groups with about 4-5 people each, using an innovation game and two canvasses.