 |
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 |
 |
…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 |
 |
Frameworks should be treated as a departure point, not a destination. Learn from the bodies of knowledge, then continuously inspect and adapt…
|
101 |
 |
Learn from everyone. Copy everyone. Optimize to context within minimal viable guardrails.
|
101 |
 |
…leaders should guide people on a journey from the front, role modeling desired behaviors, exhibiting vulnerability, and learning in the process.
|
147 |
 |
In reality there is no such thing as a failed experiment. There is only learning.
|
151 |
 |
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 |
 |
A lesson learned the hard way is not to worry about getting the value stream identification right at the beginning. Don’t spend too long on it.
|
179 |
 |
…[move] away from an order-giver and order-taker relationship to one where we are all the business and will succeed and learn together.
|
180 |
 |
The multidisciplinary nature of the teams minimizes handoffs and dependencies on other teams, enabling flow, fast feedback, learning, and agility.
|
185 |
