The approach to ways of working pivoted from a deterministic change program to a facilitative enabling team, working at all levels, on a hypothesis-led evolution over time, focused on enabling teams to achieve Better Value Sooner Safer and Happier. Recognizing that all teams and colleagues are at different stages of their own journey, the WoW CoE d

Organizations reporting the fewest incidents showed the most devastating accidents. The Deepwater Horizon story is one such example: the drilling rig had a “perfect” safety record for several years until the day of the explosion. When honesty and openness are replaced by fear of reprisal, bad news is buried, problems are hidden, risks go unreported

Lean and agile, with a common root in post–World War II Japan, have a lot in common, such as a 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. However, a key area where they differ is the focus on “standardized work” in lean. Mass produc

If a pathological or bureaucratic culture is prevalent (see Table 3.1); if the organization or business area is not receptive to upheaval; if there have been failed capital “T” Transformation attempts; if there is little psychological safety; if there is fear; if there are strong vested interests in maintaining the status quo; or if the locus of co

In the vast majority of cases, a start big, all-in, bet-the-farm approach is an antipattern. It is not applying an agile mindset to agility. It fails to acknowledge that organizations are complex adaptive systems, that both change itself and changing how you perform that change are emergent, that humans have a limited velocity to unlearn and relear

In The Unicorn Project, Gene Kim defines five ideals of DevOps:24 1.Locality and Simplicity: alleviate dependencies between teams and components. 2.Focus, Flow, and Joy: the smooth flow of work that enables focus and joy. 3.Improvement of Daily Work: continuously improve and pay down technical debt. 4.Psychological Safety: a top predictor of team p

To recap, in order to optimize for the fast flow of safe value end-to-end, have multidisciplinary long-lived teams on long-lived products on long-lived value streams.

Lean and agile, with a common root in post–World War II Japan, have a lot in common, such as a 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. However, a key area where they differ is the focus on “standardized work” in lean. Mass produc

Another scenario often observed is Water-Scrum-Fall, sometimes referred to as “Hybrid Agile.” It consists of a predictive, deterministic-mindset project plan that attempts to predict the future at the point of knowing the least, with the traditional big, up-front planning, analysis, design, and solutioning, then the word “sprint” ten times in the m