during the explosion of Agile development, and then of Lean software and DevOps, later adopters missed the importance of human interaction. Leaders thought they could behave the same as they always had—could keep their factory mind-set—and that dictating change to others would be enough. As a result, they focused on the easily monitored, more superficial process changes: standups, work-in-progress limits, tool selection. Without the human element and without the right conversations, these changes were singularly ineffective. As a result, across hundreds of organizations between us, we’ve
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