Agile Native
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Management loves its metrics and for good reason: “What gets measured gets done.”
The problem is, no data tells good from great. Quite the contrary, actually. Pay too much attention to data and you’ll miss the point of it all.
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What’s the right process and what’s the right amount of it? No process is chaos. Too much of it is sclerosis.
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Agile doesn’t jibe with big, so the big question is: how do you scale Agile?
The good news is, Agile is common sense, not rocket science.
You can be Agile in a big way when you go beyond the basics and pay attention to three things:
Generally speaking, simplicity is good, and complexity is bad.
But like every coin, simplicity has two sides. The other side is this: simplicity is compelling—whether it’s right or dead wrong.
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Routines are a good way to operate.
But let’s face it: routines are a recipe for rut.
Ergo, systems.
With the help of 10 personalities—Vincent van Gogh, Ernest Hemingway, and Admiral McRaven, just to name a few—allow me to elaborate.
Wondering what this has to do with Agile? Agile is a system and, like any system, it will fail you if you reduce it to mere routines.
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