Agile Transformations are not about software
summary
Argues organizations must scale holistically — strategy, people, process, technology and structure — not just add teams; recommends big bang shifts for policy changes (recruiting, performance, budgeting) and incremental evolution for team structure. Shows tools that work: event storming, cycle-time measurement for time-to-market, and OKRs/Kanban. Cites scale cases: 1,000+ people programs, a bank that added a two-year engineer learning program on top of SAFe and succeeded, and one planning session that exposed 1,500 dependencies that nearly killed delivery.
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chapters (14)
- 0:00Introduction
- 1:50Agile transformations misunderstood
- 3:36Scaling the organization
- 6:44Holistic change needed
- 9:34External perspectives for transformation
- 10:39Top-down leadership
- 12:41Big bang transformations
- 14:28Learning organization with backbone
- 17:33Dependencies as silent killer
- 18:58Solving dependencies from customer view
- 20:03Measuring success with time to market
- 20:48Continuous learning and reflection
- 21:32Transformation purpose
- 22:13Q&A
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