Improving how you do software requires changing how every layer your organization's functions day-to-day, from executive leadership, to middle-management, and staff. Often, middle-management is resistant to change and acts as a "frozen middle," slowing and sabotaging leadership and staff's desires to change. Along with Pivotal's Dormain Drewitz, we're joined by RedMonk's Rachel Stephens and Stephen O'Grady to discuss this frozen middle problem and tactics to thaw it.
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About the AuthorMore Content by Michael Coté