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Ari Tikka

Ari Tikka
Founding Partner

Before finding Agile, Ari built software for embedded distributed fault tolerant software for seven years. For the next decade he worked as an organizational therapist with cultural change, teamwork and leadership. Since 2006 he has contributed to LeSS-flavoured Agile transformations including mechanical engineering, market automation, and embedded system development. For the last couple of years Ari had international coaching assignments ranging from teams to board.

Agile Saturday 2016

Why you don't want to go the Tayloristic way.

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Collapse of Tayloristic organizations

Just like at Easter Islands, Tayloristic organizations grow more and more complicated until they collapse. This combined with the atmosphere of fear is what brought NOKIA Mobile Phones to it's knees 2011.

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Global Scrum Gathering Prague 2015

Standing room only for Ari's talk about understanding LeSS and SAFe, based on organizational (anti)patterns.

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Gosei at Projektipäivät

Gosei was chairing the Agile Project management track. The audience was both laughing with tears in the eyes and squirming in discomfort when Ari explained how organizations screw it up.

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Kuilu ITn ja liiketoiminnan välillä

Miksi liiketoiminnan ja IT:n on vaikea tehdä yhteistyötä? Tässä juurisyy.

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Change resistance is a friend

No resistance - no change. Use yourself as an instrument to recognise resistance.

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Keynote at N4S conference

By studying specific scaling frameworks we have found generic patterns and adoption path for scaling.

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Scaling Agility or Bureaucracy

There are two very different strategies in adopting Agile in a large organisation, horizontal or vertical. In other words, you may take one product first with narrow and deep focus. Or you may focus on the vertical coordination layer, which is often perceived as The Scaling Problem.

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