Steve Denning的动态

What I take from this is it’s nothing to do with Agile and its associated methodologies. It’s about creating great products and serving a market. Add some great foresight from people who’ve developed great leadership skills and you get success as an outcome. Huge marketing budgets help too! Apple are forecast to struggle with their flagship product as Chinese demand wains. Others like Tesla have lost 40% of their market cap as the reality of BEV adoption declines, and others steal the market share. Agility is being able to pivot rapidly. It’s making decisions fast with a bias towards action. It’s listening to the customer and observing the environment to detect weak signals. Sense making. It’s nothing to do with Agile. It might have something to do with being agile. That’s called resilience. It’s system fitness. Mindsets are individual (proven in the scientific literature), but shared mental models can be achieved. A shared focus and belief in a mission. We keep labeling things to sell ideas. Forget the labels. Study the science.

A TEST AND THE 3-LAWS: A core responsibility of all professionals is to create value for others. How many know how? Very few. If you believe your enterprise is Agile, here is a simple experiment to judge progress. Ask a team to answer these four questions - NABC: What is the unmet Need, the Approach for the offering and business model, the Benefits/costs (value) for the endusers and other stakeholders, and why the offering is 2-10X better than the Competition and alternatives. If the team can't immediately write down complete, compelling, and quantitative answers to the 4 NABC questions, systematic innovative success is unlikely. Essentially all teams (>95%) end up first describing their Approach without compelling answers to the other questions. We estimate that most enterprise performance can be improved 2-10X just by teams understanding and using the fundamentals of value creation. The attached slide indicates what is almost always missing that is required. We use them as a test of likely performance when we visit an enterprise. It would be fascinating to discuss what metrics others use?

One thing that the slow growth of Domain-Driven Design has not suffered from is the certification and framework syndrome common to our modern industry. It does offer a discipline to agility, and is a mindset in and of itself. Still, much of the advice you give Steve Denning applies to DDD as well. It requires more than a few developers with an interest in adaptive systems design and development to achieve this at an enterprise level. The mindset of highly organized behavioral logic needs to be a lot more pervasive if organizations want to reduce the waste of crafting systems that become legacy far too soon. Until then, revenue needs to compensate.

Wow, Forbes is unreadable without an ad blocker. What a pity.

Re: “There is no one-size fits all solution but rather a dynamic mindset that adapts and evolves. It invites us to embrace change, question our assumptions, and continuously seek improvement." Jim Highsmith Eerily coherent with the eternal wisdom of The Book of Changes/I Ching - a guide for sustainable success in turbulent times from ~1,000 BC - since we’re still human after all … https://medium.com/management-matters/the-art-of-change-patterns-for-success-3ceabc270d39 #ArtOfChange

In the AI era it is mandatory to be flexible

Sadly, the Agile labels have been misused by many. We need to go back to the basics and embrace the mindset change.

Great insight Steve. We've seen how doing agile doesn't guarantee agility, but how agility is increasingly important. The agile movement is well placed to bridge the gap, if it can focus on the importance of buy-in and understanding at the C-suite level (of the 80%).

Agile was only meant to be an adjective. Turning it into books, conferences, jobs… it was always our responsibility to become more performant. Small batches, fast feedback, etc… never needed us to go off the dogma deep end.

Thank you for another excellent article. You should be in the next Thinkers50. My next article "The Big Leadership Shift" to be posted on LinkedIn next week submits that, to implement agile management company-wide, companies need to function systemically, i.e. with the interactions of all relevant internal forces and with their interactions with all the relevant external forces. Many companies still think, behave, and act as a bunch of separate boxes.