 |
No one is exempt from choosing to improve, to be the best at being better.
|
054 |
 |
You are never done at being the best at being better.
|
060 |
 |
The ultimate goal is to become a learning organization where both change improvement is continuous. Be the best at being better.
|
063 |
 |
Apply agility to agility. Start with small teams, small slices of value, and small investments. Achieve big through small.
|
076 |
 |
A willingness to fail fast and often results in learning sooner. There is no such thing as a failed experiment. There is learning.
|
079 |
 |
With a set of balanced measures you can see if forward progress is being made and then amplify or dampen the experiments.
|
079 |
 |
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 |
 |
It is a common learning to miss the middle and need to back later… The pressurized middle should be explicitly supported in the move from traditional…
|
089 |
 |
People in the pressurized middle have a very important role, and that role is no longer command and control or detailed order-giver.
|
089 |
