 |
You can hire people ahead of their own development curve and inspire them to grow into challenging new roles.
|
163 |
 |
An energetic, engaging personality goes a long way in the workplace, as it does in every sphere of our culture.
|
163 |
 |
The world eventually catches on to those who mostly manage appearances instead of adding value to the organization.
|
170 |
 |
The primary tribal identity is aligned to the customer, the value stream, and the product(s), not the job role. The team succeeds and learns together.
|
026 |
 |
The biggest impediment to flow, to better outcomes, might be in behavioral norms, leadership, finance, HR, PMO, real estate, governance committees, and so on.
|
026 |
 |
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 |
 |
…product development, unique change, is emergent, not deterministic. The work is filled with unknown-unknowns and acting in the space changes the space.
|
028 |
 |
In an emergent domain, you want variability to learn and then amplify the experiments that optimize for the desired outcomes.
|
029 |
 |
If old ways of behaving and thinking are used for new ways of working, people will not think for themselves; they will not improve; they will follow orders and wait for the next one.
|
050 |
 |
The organization needs to understand the reasons for being asked to improve ways of working, and those reasons need to appeal to people’s intrinsic motivators.
|
052 |
