Managers Are Not That Stupid
summary
Claim: agile needs management and leadership, redistributed into teams rather than erased. Concrete mappings: Scrum/Kanban still assign leadership (product backlog/product owner) and team management (self-managing developers), and scrum master ≈ flowmaster for effectiveness. Patterns shown: Siamese twin, fractal and circle topologies for multi-team work. Tools and fixes: WIP limits, repeated experiments, delegation poker to reassign tasks, resist SAFe/PI planning that recreates waterfall. Examples: call center shifted duty and holiday decisions into teams with iterative trials and built trust; multi‑team car project required ~100 people to hit market timelines.
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chapters (11)
- 0:00Intro
- 2:51Teams are the nucleus of agile organizations
- 8:08The Scrum guide
- 14:39Essential Kanban condensed
- 18:29Teams working together
- 27:18Challenge 1
- 28:52Challenge 2
- 32:58Challenge 3
- 34:27Challenge 4
- 37:00Summary
- 38:26Outro
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