Lightning talks – Jakub Szczepanik
summary
Argues that fully utilized teams are ineffective and cites a consulting case with at least 25% improvement potential after reducing overload. Recommends concrete practices like limit work in progress and improve flow and focus, warns that cargo‑cult Scrum can reduce effectiveness, and points to the Scrum Guide accountability for team effectiveness. Defines effectiveness as outcome (money) ÷ cost (money) and urges a shared definition, mapped finance metrics, and cross‑role alliances to test chosen tactics.
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