 |
The ultimate goal is to become a learning organization where both change improvement is continuous. Be the best at being better.
|
063 |
 |
Concision requires work, as does simplification, descaling the organization and descaling the flow of work end-to-end before scaling up agility.
|
077 |
 |
An organization is a network of interdependent services. Therefore the descaling efforts should include working to break dependencies, not only to manage them.
|
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 |
 |
…organizations often start with the tooling because that’s easiest… It is harder to start with people, to unlearn existing behaviors and relearn new ones, yet this is the biggest lever for better outcomes.
|
095 |
 |
…transformational leadership, in the context of product development, is highly correlated with higher organization performance.
|
107 |
 |
In traditional organizations, flow efficiency is typically 10% or less; work really does wait for 90% of the time. This is where significant improvements can be made.
|
111 |
 |
…organizations need behavioral norms where, at a minimum, everyone feels confident enough to speak out, challenge authority, voice concerns, and be listened to when they do.
|
128 |
