Hrishikesh Karekar Agile Expert

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.

 
Agile Frameworks Are Not The Main Problem In Your Organization: Linear Thinking Is The Main Issue

Agile Framework Is Not The Main Problem In Your Organization: Linear Thinking Is The Main Issue

Organizational transformations are never easy, especially agile transformations that attempt to solve some deep rooted systemic problems.

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Evolving Into Agility: The Butterfly Story

Evolving Into Agility: The Butterfly Story

One day, a man found a cocoon of a butterfly. In some time a small opening appeared on the cocoon.

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Systems Modeling in Complex Systems – A Journey From Complexity to Simplicity

Systems Modeling in Complex Systems – A Journey From Complexity to Simplicity

Systemic problems in enterprises typically involve multiple goals, conflicts and many possible actions that could be considered to resolve them.

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Avoid High Modernism - Get Comfortable With Complexity in Agile Transformations

Avoid High Modernism - Get Comfortable With Complexity in Agile Transformations

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.

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Lean Organizational Structures are the way to Self Organization

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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