Hrishikesh is a Director, Financial Services BU at Capgemini. He has 19+ years of experience in IT software industry playing high responsibility roles as Agile Transformation Lead, Agile Coach, Program Manager, Delivery Manager, Technical Project Manager, Technical Lead & Software Engineer. Hrishikesh is passionate about building high performing teams, taking individuals and teams on a journey of excellence and satisfaction. His vision of Agile is not just about implementing effective, efficient and lean processes, but transforming people’s mindsets – to deliver better ROI and real business benefits. Hrishikesh holds a Bachelor of Engineering, Production Engineering from VJTI, University of Mumbai.
All the state simplifications that we have examined have the character of maps. That is, they are designed to summarize precisely those aspects of a complex world that are of immediate interest to the map- maker and to ignore the rest. To complain that a map lacks nuance and detail makes no sense unless it omits information necessary to its function. A city map that aspired to represent every traffic light, every pot- hole, every building, and every bush and tree in every park would threaten to become as large and as complex as the city that it depicted.’ And it certainly would defeat the purpose of mapping, which is to abstract and summarize. A map is an instrument designed for a purpose. We may judge that purpose noble or morally offensive, but the map it- self either serves or fails to serve its intended use.
Agile is the new silver bullet, the savior for many projects in crisis. The Agile manifesto lays great emphasis on self organization when one of the principles states - The best architectures, requirements, and designs emerge from self-organizing teams. Indeed, a motivated team that can self organize itself will do wonders. One of the key impediments often associated with self organization are organizational hierarchies and managers.
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