 |
A living organism like a business needs to reinvent itself all the time, rather than just consolidate and extend past gains.
|
049 |
 |
You don’t need to be right all the time to succeed if you can admit quickly when you’re wrong. This will set you apart from the majority of people…
|
097 |
 |
Late learning delays the realization of value. It also significantly increases delivery risk, back-loading it to when there is the least time to respond.
|
027 |
 |
The later the learning, the higher the probably and the higher the cost of being wrong. By the time something is delivered, the world has moved on.
|
027 |
 |
…instead of trying to teach everyone at the same time… [ask] who wants to go first.
|
080 |
 |
When measuring outcomes, improvement over time is more important than the absolute value; everyone has a different starting point and context.
|
106 |
 |
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 |
 |
Like the tide going down, limiting WIP exposes the rocks that have been there all along, hidden in long lead times.
|
111 |
 |
…any local optimization of agility in IT will make little or no difference in the end-to-end time to value.
|
170 |
 |
Reducing work in progress (WIP) reduces end-to-end lead time, time to learning, time to pivot, time to realizing and maximizing value. It increases agility.
|
176 |
