Head of Development
Mina works as a Head of Development at NetEnt. She has 20+ years of experience of software development and is very passionate about agile software development. Mina is a regular speaker on European agile software development conferences. She holds a Ph Lic in
Nowadays many companies have already started to improve their agile practices and processes. What they often lack are improving leadership skills at the management level.
Leadership can be thought of as a service that people in an organization either ”buy” or ”don’t buy”, according to the INSEAD’s professors of business strategy R. Mauborgne and C. Kim. Every leader has customers: bosses to whom the leader must deliver business performance and followers who need the leader’s guidance and support to grow. When people value your leadership practices, they buy your leadership and are inspired to act with commitment. Otherwise they disengage.
When leading software development, the challenge is not only to inspire and motivate people, but also to adjust the organizational design and the system architecture (as proposed by Conway’s law) and also to create and drive a technical roadmap. Furthermore software development leaders are responsible to align agile, autonomous teams to the company’s strategy and towards common company’s goals.
So, how to manage all mentioned things in the best possible way so that people from all levels, up and down, buy your leadership? What are the most important features and properties in such a leadership service?