‘trust enables teams to “make decisions faster (and revisit them less often).” He pointed out that it encourages teams and individuals to “proactively admit to and learn from mistakes instead of scrambling to hide them.”' Original source: Measuring Trust and Its Impact on Leadership and Organisational Change

‘trust enables teams to “make decisions faster (and revisit them less often).” He pointed out that it encourages teams and individuals to “proactively admit to and learn from mistakes instead of scrambling to hide them.”' Original source: Measuring Trust and Its Impact on Leadership and Organisational Change

“They chose to adopt an organizational structure in which small teams – ING calls them squads – accept end-to-end responsibility for a consumer-focused mission. Squads are expected to make their own decisions based on a shared purpose, the insight of their members, and rapid feedback from their work. Squads are grouped into tribes of perhaps 150 people that share a value stream (e.g. mortgages), and within each tribe, chapter leads provide functional leadership.

“They chose to adopt an organizational structure in which small teams – ING calls them squads – accept end-to-end responsibility for a consumer-focused mission. Squads are expected to make their own decisions based on a shared purpose, the insight of their members, and rapid feedback from their work. Squads are grouped into tribes of perhaps 150 people that share a value stream (e.g. mortgages), and within each tribe, chapter leads provide functional leadership.

“They chose to adopt an organizational structure in which small teams – ING calls them squads – accept end-to-end responsibility for a consumer-focused mission. Squads are expected to make their own decisions based on a shared purpose, the insight of their members, and rapid feedback from their work. Squads are grouped into tribes of perhaps 150 people that share a value stream (e.g. mortgages), and within each tribe, chapter leads provide functional leadership.

“The results show that complexity — a common criticism of Kubernetes — is only the fifth most cited challenge. In the lead are infrastructure-related challenges. Security was cited by 46 percent of Kubernetes users, with networking and storage coming in second and third place.” Original source: The Top Challenges Kubernetes Users Face with Deployment

“The results show that complexity — a common criticism of Kubernetes — is only the fifth most cited challenge. In the lead are infrastructure-related challenges. Security was cited by 46 percent of Kubernetes users, with networking and storage coming in second and third place.” Original source: The Top Challenges Kubernetes Users Face with Deployment

“The results show that complexity — a common criticism of Kubernetes — is only the fifth most cited challenge. In the lead are infrastructure-related challenges. Security was cited by 46 percent of Kubernetes users, with networking and storage coming in second and third place.” Original source: The Top Challenges Kubernetes Users Face with Deployment

‘Hofmann commented that at the same time Volkswagen was establishing new workstyles which are being further developed. “Our IT experts in our labs in Berlin and Munich work the Silicon Valley way, we have brought the Valley to Volkswagen. Pivotal is supporting our experts with over 20 experts from San Francisco and Boulder, Colorado, and is training them in new software development methods. Our aim is to firmly anchor these skills and workstyles in the Group and in Germany.

‘Hofmann commented that at the same time Volkswagen was establishing new workstyles which are being further developed. “Our IT experts in our labs in Berlin and Munich work the Silicon Valley way, we have brought the Valley to Volkswagen. Pivotal is supporting our experts with over 20 experts from San Francisco and Boulder, Colorado, and is training them in new software development methods. Our aim is to firmly anchor these skills and workstyles in the Group and in Germany.