Sublime

Products are created by teams, yet traditional (Western) organizations are built around individual accountability. You are held accountable by your manager for your individual performance. This gets reflected in practices such as assigning work to individuals, individual performance reviews, and individual rewarding. These practices promote individ

As per the Cynefin framework introduced in Chapter 0, in the “Clear” and “Complicated” quadrants work is predictable and a fixed, standard approach to mitigating risks may be appropriate. However, “Complex” quadrant product development is unique. It has not been done before, either at all or in context, and there are unknown-unknowns. There is a ne

It is advisable to have a central Ways of Working Center of Enablement (WoW CoE) and coaching. (Note that it’s called a “Center of Enablement,” not a “Center of Excellence.”) The WoW CoE is a central, small, servant leadership function for ways of working. The servant part is that it is there to support colleagues, to help mobilize the organization

(problem statement

Bungay argues that friction creates three gaps. First, a knowledge gap arises when we engage in planning or acting due to the necessarily imperfect state of the information we have to hand, and our need to making assumptions and interpret that information. Second, an alignment gap is the result of people failing to do things as planned, perhaps due