Scrum: The Art of Doing Twice the Work in Half the Time

by Jeff Sutherland

organizations, teams, and people are all complex adaptive systems. The same things that move cells from one state to another are also what move people from one state to another. To change a cell, you first inject energy into the system. At first there’s chaos, there seem to be no rules, everything is in flux. When you do this to organizations trying to change, people often freak out. They can’t understand what’s happening. They don’t know what to do. But remarkably quickly, just like a cell, an organization settles into a new steady state.

During the Reagan administration, the government radically cut grants for scientific research,

I decided the best option was for us to change everything. The operation was too broken to fix piecemeal,

I decided to make a company within a company. I asked our CEO, Ron Harris, to let me form a separate organization with everyone who was involved in the ATM networks. We’d have our own sales team, our own marketing team, and our own finance people.

Similar concept to Accelerate by Kotter

we ran the entire small company as one team split up into sub-teams.

FAST Agile!!!