Category: Agile Leadership

Forcing a bell curve in performance reviews creates several significant problems: Artificial scarcity of high performance – A bell curve assumes that only a fixed percentage of employees can be top performers, regardless of actual performance levels. If you have a strong team where most people are genuinely performing well, you’re forced to artificially label

Annual performance reviews have become a corporate ritual that many organisations cling to, despite mounting evidence that they’re particularly ill-suited to the world of software development. For software engineers and scrum teams, these yearly assessments create more problems than they solve, undermining the very principles of agility, continuous improvement, and collaborative development that drive successful