Book Titles

…by being data-driven we remove the emotions and overconfidence about making decisions that can sometimes cloud our judgment.

Having just a handful of rich, face to face conversations can be more useful and produce more insights than a survey of hundreds of people.

Every interaction with a customer is an opportunity to gather crucial information about your product, possibly saving you time and money, improving your chance of building a better product to suit their needs.

If we don’t stop to ask for feedback, then agile is nothing more than an old way of working, perhaps sliced into two-week iterations.

Communicating the vision is crucial to the team understanding the why behind the work.

An agile team should have all the skills on the team to own the entire end-to-end value creation process from ideation through customer delivery and support.

Unwinding dependencies is unfortunately one of the biggest downfalls of most agile transformations.

The organizational structure of a company often gets muddled with the functional design of how teams need to work, creating artificial dependencies that maybe shouldn’t even be there.

The smartest thing senior leaders can do is make sure they have the right people in the position of Product Owner, provide them in-depth training, and set them up to succeed by gradually giving them more and more autonomy…

People do better work when they understand why they are doing the things they are doing.