User Stories and other agile failures
summary
Large corporates pile rules onto processes (example: a 12-stage handover between requirements and production) and prefer buying innovation; expect slow governance and 40,000‑person orgs. Proposal: fund strategic bets with long‑lived capital pools (example: $50M over five years), target Horizon 2 and 3 experiments not Horizon 1, require exec sponsors, push MVPs, CI/CD and ruthless automation, and design experiments that aim for five to 10x returns rather than tiny efficiency gains. Practical wins: clearer funding, measurable business metrics, and faster validated learning.
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chapters (17)
- 0:00Intro
- 2:04How we deal with disastrous ideas
- 4:21Most people are swamped
- 6:13This is our only reward
- 7:26Things are going wrong
- 7:56Why never
- 13:50Lead out
- 14:41Business application
- 16:13What do you want
- 16:44How do you want
- 21:40Motivation
- 22:15Key Metrics
- 22:34Timesheets
- 23:06Business Model
- 25:24Experiment
- 26:47Sales Model
- 27:41Conclusion
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