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This article isn’t going to be about the ideal team size or the problems with Agile at scale, and there are many of them. The issue is more profound. It's about how Agile’s triumph over Waterfall was indeed a pyrrhic victory, and in wanting to replace Waterfall, it ended up becoming what it was fighting.
At our third Software as a Medical Device meetup, Danielle Dorfman Faruq (Regulatory & Quality Director at Kintsugi) shared learnings and tips on how to get your SaMD in the hands of real users faster, while meeting regulatory requirements.
This article isn’t going to be about the ideal team size or the problems with Agile at scale, and there are many of them. The issue is more profound. It's about how Agile’s triumph over Waterfall was indeed a pyrrhic victory, and in wanting to replace Waterfall, it ended up becoming what it was fighting.
React Hooks were first introduced in React 16.8 at React Conf 2018. Since then, they have become very popular for several reasons. Firstly, with Hooks, you can extract stateful logic from a component so it can be independently tested and reused. Hooks allow you to reuse stateful logic without changing your component hierarchy, making it easy to share. Secondly, you can use Hooks to split components into smaller functions (e.g. setting up a subscription, fetching data, etc.). Lastly, Hooks let you use more of React’s features without classes.
At Rangle, our motto is building the right thing, the right way. But if doing that was as easy as saying it, our client companies would never need our help.
By 2023, companies that have successfully undergone digital transformation will account for half the world’s Gross Domestic Product (GDP), worth 53.3 trillion. By year’s end, almost 65% of the world’s GDP will be digitized. Even with such high revenue potential and market share, employee pushback and lack of expertise in leading digital transformation are the two top barriers of successful transformations.
Many organizations have been pressured to start or accelerate their digital transformation in the wake of the pandemic. However, in spite of the leaps in innovation we’ve seen over the past few years, many organizations are now confronted with the operational consequences of making massive pivots or scaling faster than they can effectively manage. Symptoms of this range from the misallocation and prioritization of resources, slower speed to market, low team engagement and morale, and a fundamental disconnect between the organization and their customers.
One of the recurring trends I’ve observed across multiple industries and at organizations that differ in both structure and size is the difficulty of delivering on strategic initiatives.