 |
The agile business analysis fast learning cycle starts with a value hypothesis: If we do we will realize .
|
202 |
 |
…when used improperly, metrics are worse than lies, reinforcing our biases and hiding the real problems in our value streams.
|
228 |
 |
If you are adding value to the company, if you are performing, then who cares if it takes you forty hours or forty seconds to do it?
|
018 |
 |
Seemingly innocent comments tell us everything about what a workplace values. We care more about time and the appearance of being dedicated and present than we do about actual performance.
|
033 |
 |
When we allow Sludge we’re accepting and reinforcing a workplace that values time and appearances over genuine accomplishment.
|
054 |
 |
…now you look at that person [who is quadrupled booked] and wonder what kind of value could they possibly be adding?
|
112 |
 |
Everyone can be respected and valued, and not just because it’s the humane thing to do, but because it makes business sense.
|
139 |
 |
No matter how much value we produce today – whether it’s measured in dollars or sales or goods or widgets – it’s never enough.
|
003 |
 |
The ethic of more, bigger, faster generates value that is narrow, shallow, and short term. More and more, paradoxically, leads to less and less.
|
004 |
 |
The real issue is not the number of hours we sit behind a desk but the energy we bring to the work we do and the value we generate as a result.
|
004 |
