Scrum for Executives, Leaders, and Your Boss
summary
Argues executives must fund telemetry and DevOps so decisions rest on empiricism not hope, using an OODA style loop and measure analyze decide act cycles; gives concrete tactics like monthly company learning days, tape-a-door focus stunt, and an Agile consulting contract that lets clients quit anytime for 50% of remaining value. Shows a scaled intervention where coaches ran a team self assessment heatmap with 1,200 engineers and shifted cadence to two‑week delivery, and explains faster certainty using sprint-based Cone of Uncertainty.
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chapters (21)
- 0:00Introduction and context
- 2:26Defining the conversation
- 3:34Scrum and leadership roles
- 4:39Agility in modern environments
- 7:16The Scrum guide's perspective
- 8:53Scrum roles and responsibilities
- 10:35Organizational functions outside Scrum
- 13:30Empiricism as a leadership tool
- 16:28Data-driven transformation
- 18:31DevOps and decision loops
- 26:10Supporting failure and learning
- 29:01Providing focus for teams
- 33:03Managing uncertainty
- 38:38Agile contracting models
- 42:20Human nature and change
- 45:52Influencing leadership
- 47:55High performance team dynamics
- 50:54Building trust and stretch goals
- 52:58Hiring and team culture
- 54:10Developing T-shaped skills
- 57:34Closing and final thoughts
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