From 'Agile Hangover' to 'Antifragile Organisations'
summary
Many organisations are stuck in an agile hangover: big spends on coaches and processes, eight months of up‑front design, one month to code and only three releases in eight years. The fundamental law is we don't know what we're doing — software is R&D, so mandated pair‑programming or keyboard‑clacking hurts introverts and slows discovery. Concrete failures include 10,000 ruined photo sets from poorly designed control code. Remedies offered are practical: life preserver thinking for architecture, impact mapping, real options, systems thinking, microservices and antifragile design.
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chapters (12)
- 0:00Introduction and motivation
- 3:04The agile hangover
- 6:07Lessons from early chaos
- 10:42The dogma of rigid processes
- 16:25Misinterpreting agile values
- 21:30Embracing uncertainty
- 24:04The impact on introverts
- 30:01Keyboard clacking culture
- 35:00Dealing with change
- 40:00Stoicism over platonic ideals
- 46:14Context is king
- 50:58Antifragile software systems
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