Agents Unleashed

Agile: Dead, Misunderstood, or Evolving?

“It’s weeding time, right? Sometimes you have to weed out stuff that doesn’t work. Dead wood is not good on a tree.” - Stephan NeckIs Agile really “dead,” or just misunderstood and badly applied? In this lively podcast episode, Mark, Stephan, and Niko challenge the buzz about Agile’s demise and share why core principles of flexibility, fast feedback, and collaboration remain essential—even if the word “Agile” has lost some of its shine.The Agile Hype and the Reality CheckOver the past year, you may have heard conflicting headlines—“Agile is Dead!” versus “Agile is Thriving!” The truth seems to lie somewhere in between. The hosts argue that many organizations adopted Agile by the book—Scrum ceremonies, product owners, and endless backlogs—without truly embracing the mindset that underpins it. This results in rituals with little substance and disappointment when promised benefits don’t materialize.Misunderstood Child StarAn entertaining analogy emerges: Agile as a once-celebrated child actor. Just like Macaulay Culkin or Lindsay Lohan, Agile gained rapid fame but got derailed by an industry eager to exploit it. The hosts note how corporate certification factories and “by-the-numbers” rollouts diluted Agile’s original spark and led to frustration, leaving many asking: “Is it even worth it anymore?”What Really Killed “Agile”?Rather than pointing fingers at one person or movement, the conversation highlights multiple factors:Oversimplification: Believing that simply running sprints or adding stand-ups ensures success.Lack of Technical Depth: Neglecting engineering practices like continuous integration or test automation erodes the agility needed to release quickly.Religious Framework Wars: Distracting debates over Scrum vs. Kanban vs. SAFe overshadow the goal: deliver customer value and adapt rapidly.Weak Commitment: Leadership often wants the label but not the deeper change in culture and mindset.So…Is It Dead?Not really. The panel agrees the core idea of responding to change and delivering outcomes rapidly is more vital than ever. They note that what people call “Agile” may be morphing—focusing on product thinking, DevOps, or simply excellent collaboration. You might not see as many “Agile Coach” job titles, but businesses still crave those skills: facilitation, iterative development, and an experimental mindset.Actionable TakeawaysEmphasize Mindset Over Method: The best frameworks fail if you don’t deeply understand customer value and empower teams to learn fast.Invest in Technical Agility: Automated testing, continuous delivery, and modern engineering practices are the foundation of true adaptability.Collaboration Is King: Whether you call it Agile or not, bringing the right people together to solve problems and share knowledge remains critical.ConclusionIf you’re intrigued by whether “Agile” should be retired or revived, give this episode a listen. Join the discussion: share your experiences, comment on social, and consider how the spirit of agility can be rekindled in your organization.

Stand, Share, Engage: Innovating your Remote Facilitation Setup

“A cheap writing tablet can transform your PowerPoint into a shared canvas.” - Ali HajouRemote facilitation has come a long way since the early days of clunky video calls. In this lively episode, four experienced facilitators—Mark, Ali, Stephan, and Niko—swap stories about how they transformed their home offices into high-energy digital studios. From teleprompters and standing desks to iPhone cameras strapped to arms, they prove that you don’t necessarily need massive budgets to build an engaging remote-training setup.Key Insights & HighlightsStart Small, Then Iterate: Ali kicked off his remote facilitation journey using an old smartphone as a second camera, proving that you don’t need high-end equipment right away. Simple upgrades like a cheap writing tablet (Wacom One) or extra monitor can quickly elevate the online learning experience.Stand and Deliver: Mark discovered that switching to a standing desk injected fresh energy into his sessions. Standing mirrors the dynamic feel of an in-person workshop and helps prevent the infamous “Zoom slump.”Keep It Authentic: Stephan emphasized not overcomplicating gear. If you’re not into flashy overlays or spinning graphics, that’s okay. A good microphone, decent lighting, and an accessible digital board (like Miro or even Excel) may be all you need.Break It Up: Niko’s approach reminded everyone that pacing matters more than ever in virtual settings. Frequent short breaks—enough time to actually stand, stretch, or even jog—help participants stay engaged instead of flipping over to email.Next-Level Tools: For those who want to geek out, open-source OBS software allows you to switch seamlessly between multiple cameras, add fun overlays, and keep the focus on the content. If you prefer a more plug-and-play style, look at hardware switchers (like the Blackmagic ATEM Mini) or a Stream Deck to simplify switching scenes and slides.Human TouchEach host has a unique style. Ali is the “hardware guy,” always tinkering with his suitcase studio so he can set up anywhere in 10 minutes. Stephan, self-proclaimed “old dog,” embraced new gadgets like a teleprompter to simulate direct eye contact. Niko loves mixing analog tools (like paper cards) with digital meeting rooms, ensuring creative variety. Mark ties it all together with a stand-up energy that keeps participants on their toes—literally.Actionable TakeawaysFocus on Comfort First: Good lighting, clear audio, and a decent camera angle will solve 80% of remote issues.Use Breaks Wisely: Add a 10–15 minute break every hour to maintain energy and let participants recharge.Experiment Gradually: Before investing in expensive gear, test software solutions like OBS or the Stream Deck app for your phone.Stay Authentic: Don’t chase every shiny new tool; pick what truly enhances your facilitation style.ConclusionReady to level up your remote facilitation game? Start by experimenting with one new piece of gear or software—then let your creativity lead the way. And be sure to tune in for the next episode, where the team dives into the software side of remote workshops, sharing demos, tips, and more.ReferencesWork Together Anywhere by Lisette Sutherland

The Dual Operating System in Practice

“Leaders have to do more than simply say ‘we have two systems.’ They have to actively steer the organization so it’s both robust and free to innovate.” - Stephan NeckWhat happens when an organization outgrows the myth that “all you need is cross-functional teams”? In this episode of SPCs Unleashed, Stephan, Ali, Niko, and Mark dig into the Dual Operating System—the concept that healthy enterprises need both a stable hierarchy and a network of agile teams. Balancing these two “systems” can be tricky: too much network, and chaos creeps in; too much hierarchy, and innovation stalls.The group shares real-world stories where line managers struggled to find their place in an agile environment, and teams were forced to “figure out” things like career growth, performance management, and compliance. The central point? A thriving enterprise can’t ignore its operational backbone or the people who keep it running—yet it also can’t let old school structures choke the flow of value.Key HighlightsHierarchy Still Matters: Killing off management leads to confusion, with nobody taking care of essential processes or people’s long-term growth.Network for Speed & Innovation: Agile teams excel at quick delivery and iterative feedback, but that alone can’t address bigger structural needs.Role of Leadership: Far from being “evil,” leaders must shift focus—away from daily task management and toward supporting employees’ development and well-being.Avoid Over-Fluffiness: Simply “trusting teams” without clarifying accountability and career pathways can create a ticking time bomb.Concrete Mechanisms: Allocating a fixed budget or “time code” (e.g., a 10% buffer) ensures capacity for improvement and competence development in the network.Actionable InsightsInvolve HR Early: They offer critical expertise for dual reporting lines, role clarity, and setting up the right systems (e.g., Workday, SAP) to support both hierarchy and network.Formalize Time & Budget for Growth: Reserve capacity for improvement and cross-team learning—otherwise urgent priorities push it aside.Educate Managers on “New Leadership”: Shift from daily control to integrator responsibilities—connecting people across silos and guiding their professional journeys.ConclusionEmbracing a Dual Operating System means recognizing that “manager” isn’t a bad word—hierarchies can be powerful for stability and talent development, while agile networks spark rapid innovation. With the right balance, clear processes, and respect for both sides of the coin, enterprises can keep their core strong while racing forward into new possibilities.ReferencesSix Simple Rules by Eve Morieux and Peter Toolman 

Designing for Distance: Remote Facilitation Done Right

“If you do no pre-work, the first 20 minutes are lost—someone can’t open Miro, doesn’t have the password, so you lose that time sorting out technical difficulties.” - Mark RichardsRemote facilitation may feel like juggling blindfolded—especially when every participant has a muted mic and a hidden camera. In this episode of SPCs Unleashed, our hosts (Mark Richards, Ali Hajou, Stephan Neck, and Nikolaos Kaintantzis) share what they’ve learned about driving engagement when no one’s in the same room. From innovative digital whiteboard designs to “crazy” energizers, they show that running remote sessions is more than swapping your physical whiteboard for a screen—it’s about designing for human connection in a virtual space.Whether you’re leading a PI Planning event or training new teams, remote facilitation demands empathy, flexible tools, and a heavy dose of creativity. If you’ve struggled with black squares on video calls, endless background noise, or total silence from participants, this conversation will spark fresh ideas for making digital gatherings productive and even fun.Key HighlightsDesign for Comfort: Encourage participants to try the collaboration tools (e.g., Miro, Teams) before the workshop. Simple pre-work like creating avatars or adding photos helps them ease in.Amp Up Visibility: Since you can’t “walk the room,” build boards and back channels that let you observe activity. Moving cursors, color-coded sticky notes, and quick status checks reveal who’s stuck and who’s on track.Energize with Novelty: From tossing a virtual ball between co-facilitators to spinning a “wheel of names,” tiny sparks of fun can keep everyone alert and participating.Focus on Flow, Not Just Talk: A 90-minute monologue is deadly. Instead, break up the session with breakouts, short tasks, or interactive polls—anything that makes participants do something rather than sit passively.Actionable InsightsShorten & Stagger Sessions: Avoid back-to-back marathons. Build in small buffer zones so people can regroup between calls.Use Multi-Modal Channels: Combine a shared board, a voice channel, and possibly a chat thread for real-time text. This mimics the multi-layered communication of an in-person room.Plan Twice as Much: Remote sessions often require more upfront prep. Test your platforms, arrange breakout flows, and consider a second facilitator to troubleshoot tech.ConclusionRemote facilitation has traveled far beyond “new reality” status—it’s simply how many of us work. With the right preparation, a dash of human empathy, and a few creative tricks, even digital distance can spark real engagement. Tune in for practical insights on orchestrating seamless, lively virtual sessions that your teams will remember for all the right reasons.

Sparking Change through Scaled Retrospectives

“If you ask questions about the past, it’s always about going to a corpse and opening it up... If you ask questions about the future, it’s always about values" -  Nikolaos Kaintantzis“Are you all dumb?” When a senior stakeholder dropped that bombshell mid-retro, chaos threatened to derail everything. In this episode of SPCs Unleashed, Mark, Ali, Stephan, and Niko reflect on what makes art-level retros truly transformative. Spoiler: It’s a balance of authentic emotion, precise data, and a willingness to experiment with new formats.Key HighlightsData as a Compass: Mark argues that each retro needs measurable goals or it slides into empty talk.Controlled Chaos: Stephan highlights the value of quick reflection moments before huge problems boil over.Offbeat Creativity: Ali and Niko champion “the James Bond approach,” metaphors, and playful prompts that unlock honest feedback.Facilitation Matters: Big groups require multiple moderators, as no single person can handle tears, confusion, or conflict alone.Action is King: From budget constraints to final approvals, no outcome will stick without leadership buy-in and resource allocation.Actionable InsightsFocus on Real Tension: Don’t shy away from conflict; friction often drives breakthroughs if handled professionally.Vary Your Timing: Pick ad-hoc retros for urgent crises and scheduled ones for deeper reflection.Measure, Then Improve: Use metrics to confirm progress; otherwise, your next retro may feel like a hollow repeat.ConclusionRetrospectives aren’t a cozy chat—they’re a critical lever for cultural and operational gains. Whether dealing with emotional blow-ups or nailing down the data to validate success, this episode offers a roadmap for art-level retros that genuinely deliver.ReferencesAgile Retrospectives: Making Good Teams Great by Esther Derby and Diana Larsen

Mastering Distributed PI Planning

“If you do it right, if you have the right people, and if you have some nerds and lots of engineering DNA, it really works on the tool side" - Stephan NeckIf you’ve ever believed that failing once in remote PI Planning means catastrophe, this episode of SPCs Unleashed proves otherwise. Mark Richards, Ali Hajou, Stephan Neck, and Nikolaos Kaintantzis discuss how their early horror stories—teams flying to the wrong city, frantic breakout links—led them to design stronger approaches for future PI events.Key HighlightsFail Forward: Mark shares why the first distributed attempt bombed—and how reflection turned it into a gold mine of learning.Engineering the Experience: Ali’s meticulous tip sheets and distribution-list tactics show how to orchestrate a seamless remote event.Trust Before Tools: Stephan and Niko emphasize that real alignment arises from respect, empathy, and creative team rituals.Agenda as a Design Task: Spreading sessions over multiple days, blending synchronous and asynchronous touchpoints, and scheduling “handover time” across time zones.Leader Visibility: Dispersed teams need more leadership presence—Gemba time is crucial, even if it’s virtual.Actionable InsightsCustomize Your Toolkit: Match your collaboration tools to your security constraints, culture, and level of remote maturity.Establish a “Summon” Method: Instantly ping relevant players with at-mentions, shared boards, or specialized scripts.Prototype Your Flow: Small-scale tests of your agenda can reveal hidden friction points before the big day.ConclusionDistributed PI Planning isn’t a fallback option; it can be a fresh opportunity for stronger collaboration. By preparing deeply and focusing on human connections, you’ll discover remote sessions can be surprisingly powerful—even under pressure.

Dashboards and ART Insights

Effective dashboards and ART insights are crucial to navigating the complexities of Agile Release Trains (ARTs) and organizational alignment.In this episode of SPCs Unleashed, Mark Richards, Stephan Neck, Niko Kaintantzis, and Ali Hajou delve into the strategic role of dashboards in improving alignment, transparency, and performance. They explore the balance between automation, stakeholder engagement, and avoiding vanity metrics.Key Takeaways:Purpose-driven dashboards: Focus on real-time guidance, stakeholder alignment, and context-driven insights rather than just data aggregation.“Dashboards should facilitate conversations; it’s not just about showing data.” - Mark RichardsAvoiding “vanity metrics”: Dashboards should reflect reality and enable actionable insights rather than presenting polished but meaningless metrics.“Ask why before creating a metric; not all data leads to action.” - Stephan NeckOwnership and adaptability: Teams and stakeholders must own and adapt dashboards for context-specific needs, evolving them as organizational priorities shift.“Dashboards aren’t pets; treat them like navigation systems.” - Nikolaos Kaintantzis The automation balance: Automate only after defining what needs automation, ensuring flexibility for improvement cycles.“Over-automated dashboards risk being inflexible and irrelevant as priorities change.” - Ali HajouStakeholder interaction: Dashboards should encourage dialogue and collaboration rather than replacing them.“Dashboards should trigger valuable discussions, not just display information.” - Stephan Neck

Change Management & The Implementation Roadmap

“Shi(f)t happens: Either guided or becoming a loose cannon” - Stephan Neck.This episode explores change management in the context of the Scaled Agile Framework (SAFe), which refers to the process of planning, implementing, and managing changes within an organization as it adopts SAFe practices. It involves ensuring that individuals, teams, and the organization as a whole are prepared for and supported through the transformation.Key Takeaways:What are the biggest change management challenges in transformations?What management strategies and/or techniques are applicable for successful transformations? What's "missing" on the SAFe Implementation regarding change management?When is change not change?

Alignment, Adaptability, and Politics: The Secrets of Successful LPM Coaching

“If you want to coach senior leaders, you need to start by understanding what’s important to them—even if it has nothing to do with Lean Portfolio Management.” - Mark Richards.In this lively and thought-provoking episode of SPCs Unleashed, Nikolaos Kaintantzis, Mark Richards, and Stephan Neck explore the unique challenges and opportunities of coaching in the Lean Portfolio Management (LPM) space. With engaging stories and practical insights, the team highlights how coaching at this level requires stepping into "big shoes" and mastering new complexities.Key Takeaways:The Role of Growth: Niko emphasizes that becoming a coach in the LPM space is not instantaneous—it's a journey of growth that requires learning the language and culture of portfolio leadership while staying grounded in Lean principles.Understanding the Portfolio Context: Stephan describes the portfolio as an orchestra, where strategic alignment is the conductor, ensuring all "instruments" play harmoniously. Mark notes the need for adaptability, highlighting how portfolios must pivot based on evolving market conditions.Coaching Senior Leaders: The discussion illuminates the challenges of coaching time-pressed senior leaders. Mark explains that effective coaching often occurs during unconventional moments, such as commutes, and success requires aligning with the leaders’ priorities.The Power of Alignment: All three hosts agree that achieving alignment—whether through strategic themes, value stream mapping, or effective communication—is critical for unlocking the true potential of LPM.Lessons from Experience: The episode is filled with real-world anecdotes, such as Niko's story of taking board-level classes to understand better leadership challenges and the necessity of empathy and political awareness when coaching at higher organizational levels.This episode provides practical tips and thought-provoking ideas for SPCs looking to grow their impact in Lean Portfolio Management. It’s a must-listen for Agile leaders and coaches alike, covering topics from aligning strategy to navigating politics.

Mastering PI Planning - Leadership Beyond the Framework

"PI Planning is where the framework meets reality—it’s a test of alignment, collaboration, and leadership." - Stephan NeckIn this episode of SPCs Unleashed, hosts Stephan Neck, Niko Kaintantzis, and Ali Hajou explore one of SAFe's cornerstone activities: PI Planning. The trio leads an engaging discussion about how SPCs can elevate their organizations’ PI Planning sessions from mere rituals to transformative events.The conversation illuminates the evolving role of SPCs in guiding teams through successful PI Planning while balancing the need for structure, adaptability, and human connection.Key Highlights:PI Planning as a Leadership Opportunity:The hosts emphasize the critical role of SPCs in facilitating alignment, fostering collaboration, and addressing potential bottlenecks before they escalate.Niko describes PI Planning as “a mirror for the organization,” reflecting its culture, communication, and leadership dynamics.Preparation is Key:Stephan outlines best practices for pre-PI Planning preparation, such as ensuring backlog readiness, clarifying team goals, and engaging with stakeholders early.The Art of Collaboration:Ali discusses how SPCs can act as mediators during the session, ensuring cross-team dependencies are identified and resolved while encouraging open dialogue.Adaptability in Action:The trio highlights the importance of remaining flexible when things don’t go as planned, sharing real-world examples where improvisation saved the day.Practical Advice for SPCsStart with Clear Objectives: Define what success looks like for the PI Planning session and align teams around shared goals.Focus on Dependencies: Encourage teams to identify and address cross-team dependencies during breakout sessions.Create Psychological Safety: Foster an environment where everyone feels comfortable voicing concerns or challenging assumptions.Leverage Metrics: Use relevant metrics to track progress and ensure alignment throughout the session.ConclusionPI Planning is more than a meeting—it’s a dynamic space where vision becomes actionable, alignment is tested, and SPCs have the opportunity to lead by example. This episode offers practical insights to help SPCs elevate PI Planning from a framework activity to a transformative event.References"Team of Teams" by General Stanley McChrystal"The Phoenix Project" by Gene Kim, Kevin Behr, and George Spafford