Posts by Vikram Jain
Habits That Stick: Leveraging ‘Atomic Habits’ for Lasting OKR Success
Imagine strolling through Norwich train station, your eyes catch a book titled “Atomic Habits” by James Clear. Curiosity piqued, you pick it up, not realizing it’s about to provide the ‘missing piece of the jigsaw’ in your approach to Objectives and Key Results (OKRs) implementations. Over my last eight years diving deep into the world…
Read MoreAn Agile Approach To Future Proof Your Business Strategy
When it comes to developing a company strategy, whether that’s over 1, 5 or 10 years, taking the first step can seem daunting. There are so many unknowns and questions. What if the world changes dramatically and what we write now is wrong within months? Who are the right teams and stakeholders to involve developing…
Read MoreDiscussing findings from our latest Agile Culture Survey with the Agile Business Consortium
JCURV’s Vikram Jain and Georgie Povey recently took part in an Agile Business Consortium panel discussion discussing the findings from our latest Agile Culture Survey. Key takeaways that stirred the conversation: 1. Leadership’s Substantial Impact on Business AgilityThere is an undeniable influence leaders have over business agility. Their actions and decisions ripple through the organisation,…
Read MoreHow Organisations That Pivot To Product Outperform Their Peers By 4xÂ
In a world grappling with economic uncertainty, organisations navigating towards a product-centric model outshine peers by 4x. The shift brings agility, aligning teams to value streams, reducing dependencies, optimising workflows, and minimising management overhead. Discover the key ingredients propelling these organisations forward.
Read MoreJCURV’s Vikram Jain discusses findings from our recent State of Agile Culture report on, Sky News, Ian King Live
Listen to Vikram Jain, JCURV’s founder and Managing Director, discuss our recent State of Agile Culture 2023 report findings on Ian King Live.
Read MoreOur State of Agile Culture report is available now
The benefit of agility in organisations is ever-increasing, yet cultural issues are a leading impediment to its successful adoption. Our Third State of Agile Culture Report, in collaboration with Agile Business Consortium and Truthsayers, examines the impact of different leadership styles on agile culture, business agility, organisational resilience, and commercial performance. Some top insights include:
Read More5 Decision Making Rules of Thumb, a tool to build decision making muscle in your organisationÂ
Decentralising decision making is a key lever to help organisations dramatically improve their time to market and customer satisfaction. At a recent agile governance panel discussion with the Agile Business Consortium, we shared some tips for fostering good governance and empowering teams to make effective decisions.Â
Read MoreWhy traditional PMOs are stuck on ‘red’
Many organisations are reinventing their change approaches and operating models so they can thrive in uncertain and volatile markets. In many cases, project management offices (PMOs) remain untouched, under-invested, and exempted from these necessary challenges. This significantly compromises performance. However, organisations whose PMOs adopt agile principles and capabilities are outperforming their competitors and experiencing 2x…
Read MoreBuilding Retail Agility: Dr. Marten’s Advice to the Industry
“We have a mantra at Dr. Martens – you can do anything, but you can’t do everything”. Listen to Dr. Martens colleagues including Chief Technology & Information Officer Ronald Garricks and Chief Data Officer Nick Sawyer discuss the challenges they are currently facing within the retail industry and their roles. They explore how an agile…
Read MoreHow leaders can create a positive feedback environment
The dynamics surrounding feedback giving are fascinating! It’s a high-stakes moment where the delivery is often as important as the message content getting it wrong can have devastating consequences for the individuals involved and their ongoing relationship. Research shows that people managers often fear the process (even when the feedback is positive). They tend to…
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