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“The harder you push against a system, the harder it pushes back.”
being agile, as in exhibiting agility.
will use the word “nimble”
learn fast, continuously improve, and pivot),
(we’re doing standups, counting points, and doing mandated, top-down two-week sprints, but not necessarily improving and still working within a broader deterministic mindset).
The majority of agility is about behavioral
norms, culture, rather than processes or
tools. It’s people, process, and tools, ...
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Machine That Changed the World.21
less of everything compared
Half the human effort in the factory, half the manufacturing space, half the investment in tools, half the engineering hours, in half the time.”
This was because it eliminated the cost of carrying large inventories, and it meant that any stamping mistakes showed up almost immediately with minimal waste.
Toyota has the highest market value of any automotive manufacturer, worth four times more than GM and seven times more than Ford.
Value: specify value from the point of view of the customer.
Value Stream: identify the value stream and all the steps in it, from concept to cash.
Flow: limit work in progress; stabilize flow; focus on lead time,...
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efficiency; alleviate impedime...
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Pull: move from a push-based system of work to a pull-based system of work; go at the capacity of the system ...
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Perfection: the relentless pursuit o...
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focus on building quality in, value, flow, respect for people, a pull-based system of work, and a kaizen process of continuous improvement and visualizing work.
“perfect is the enemy of good,” to quote Voltaire.
Lean production (suited to knowable, repetitive work) seeks to minimize variability, striving for perfection, in some cases targeting Six Sigma levels of perfection. Agility (suited to unknowable unique work) actively seeks and benefits
from variability with multiple minimally viable, safe-to-learn experiments in order ...
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down the barriers between the teams responsible for developing a product and the teams responsible for deploying and operating the product.
had alleviated the impediments to flow between customers, business analysts, developers, and testers;
metaphorical brick wall between those building
software and those running it, with a lack of shared understanding, accountabil...
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Locality and Simplicity: alleviate dependencies between teams and components.
Focus, Flow, and Joy: the smooth flow of work that enables focus and joy.
Improvement of Daily Work: continuously improve and pay d...
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Psychological Safety: a top predictor of team performance; e...
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Customer Focus: optimize for customer value, not for ...
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There is sunk cost fallacy (“We’ve invested $100 million already. We can’t write it off. Let’s keep on going.”).
“Agile Transformation.” We ran a “How Agile Are You?” self-assessment survey with four levels.
They were focused on agile practices but not on the outcomes.
Using Old Ways of Thinking to Apply New Ways of Working
A capital “A,” capital “T” Agile Transformation,
They suggest extrinsic (push) rather than intrinsic (pull) motivation.
have to
must
velocity, story points, story mapping, planning poker, burn up, burn down, spikes, MVP, OKR, VSM, XP, CI/CD, squads, tribes, chapters, guilds, Dojo, Kata, kaize...
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Not quite as extreme as the Spanish Inquisition, it’s an...
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represents a program of work with a start date and an end date when the firm will have magically and permanently transformed,
it’s a dressed-up cost-cutting exercise as a big-bang change, with
Are your top talent, who are able to get a job next door, likely to hang around with that degree of instability?
“Imposing agile methods introduces a conflict with the values and principles that underlie agile methods.”
Fear and Resistance
you’re asking me to change how I do the work?”),
concerns that the change will increase workload.
As Robert Maurer explains in One Small Step Can Change Your Life: The Kaizen Way, the problem with the amygdala and its fight-or-flight response is that it triggers alarm bells whenever we want to make a departure from our usual, safe routines:
