Keynote: Keynote Agile works when it's not about Agile
summary
Argues that most agile adoptions fail because organizations install a packaged set of practices instead of solving a concrete problem; recommends starting with a measurable goal (example: cut six‑month releases to deliver in two months), running PDCA experiments, using story‑mapping/impact‑mapping, automating and pairing to remove deployment bottlenecks, and running a survey called collective mindset sliders to surface priorities. Notes lean roots go back 104 years and modern scrum to 31 years, so the fix is pragmatic, not doctrinaire.
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chapters (12)
- 0:00Introduction and welcome
- 1:32Agile paradox and background
- 7:48History of agile and lean
- 11:41Criticism and failures of agile
- 16:25What agile really means
- 22:10Agile as a forced process
- 27:10Agile failing to cross the chasm
- 31:08Focus on the goal not agile
- 36:56Continuous improvement and Toyota Kata
- 41:55Agile manifesto values and principles
- 43:00Customer collaboration over contracts
- 46:17Sustaining agile mindset and practices
