Agile accountants and other rare specimen
summary
Company-wide agile adoption at sipgate shows concrete practices and results: accounting, legal and kitchen run standups and retros; developers pair into accounting and automated the beesus out of repetitive billing so no new hire is needed; customer support cuts the oldest “moldy ticket” from two weeks to under a day and halves low-volume bug backlog; hiring uses peer recruiting with team-written job descriptions and three coaching checkpoints during probation. Continuous delivery, Kanban for repetitive work, rotating hotline hubs and open-space open Friday cadence support rollout.
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chapters (28)
- 0:00Welcome
- 0:51Agile beyond IT at ZipGate
- 3:01Agile across teams
- 4:28Customer support Kaizen
- 6:56Hotline retrospective challenges
- 8:43Automating accounting tasks
- 10:49Fixing low-volume bugs
- 11:50Kanban for non-IT
- 12:36Team decision empowerment
- 14:02Peer feedback growth
- 15:05Peer recruiting feedback
- 16:31Strategic hiring
- 17:40Interviewing agile accountants
- 20:55Legal team in agile
- 22:01Enablers for agile adoption
- 23:07ZipGate open space culture
- 26:38Collaboration opportunities
- 28:04Psychological safety
- 29:29Support for non-IT agile
- 31:39Organizational agile changes
- 33:51Top-down agile at ZipGate
- 34:55Process versus agility
- 35:37Strategy and brand alignment
- 36:45Legal HR with product teams
- 37:46Avoiding groupthink in hiring
- 40:13Open Friday structure
- 44:51Decentralized decision-making
- 47:15Part-time work in open Friday
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