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By trying to maximize what users consider to be valuable, the Agile team might simply be perpetuating old ways of doing things rather than contributing to a transformation that the business values.
High performing teams manage across their boundaries, reaching out to find the information they need, understand the context in which they work, manage the politics and power struggles that surround any team initiative, get support for their ideas, and coordinate with the myriad other groups that are key to a team’s success.
One thing that it cannot do is to try to rip out the existing culture and replace it with a “more Agile” one.
Business value is a hypothesis held by the organization’s leadership as to what will best accomplish the organization’s ultimate goals or desired outcomes.
