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

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Architects shouldn’t break a system into smaller parts unless clear business drivers exist. The primary business drivers for breaking applications into smaller parts include speed-to-market (sometimes called time-to-market) and achieving a level of competitive advantage in the marketplace. Speed-to-market is achieved through architectural agility—t

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In my experience, the application of Agile frameworks usually leads to a revolutionary approach. Most frameworks are largely prescriptive and are explicitly described as immutable. When all you have is a hammer, every context will be treated like a nail. And when you’ve paid a lot of money for a gold-plated hammer, when you’ve trained a lot of peop

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choosing the wrong core action can lead to a variety of problems. You could end up ignoring an important part of the user base, thinking you are optimizing for the right behavior when, in reality, you are covering up problems hiding underneath the surface.