 |
The majority of agility is about behavior norms, culture, rather than processes or tools. It’s people, process, and tools, in that order.
|
023 |
 |
In the same category as waterfall is water-scrum-fall. While it is a slight improvement on a fully sequential stage-gate process, it is not agile.
|
028 |
 |
Software is an agile-created box on a lean conveyor belt.
|
032 |
 |
Agility needs to emerge in an agile way.
|
053 |
 |
Apply agility to agility. Start with small teams, small slices of value, and small investments. Achieve big through small.
|
076 |
 |
Concision requires work, as does simplification, descaling the organization and descaling the flow of work end-to-end before scaling up agility.
|
077 |
 |
In order to increase agility, in order to optimize for the fast flow of safe value, work and the system of work needs to be descaled.
|
086 |
 |
As the organization scales agility by descaling the work and the system of work, it is important to ensure that teams with high autonomy also have high alignment.
|
087 |
 |
There is no one size fits all for organizational agility. There is no silver bullet. There is no One Way, no Agile-in-a-box that optimizes outcomes in all contexts.
|
094 |
 |
It’s not about inflicting sameness on every team. In order to maximize outcomes, the approach to organizational agility cannot be cookie cutter.
|
095 |
