Better leaders. Better organizations
summary
Claim: implementing Scrum or Kanban without shifting culture only delivers ~10–30% value and usually reverts to the old operating system. Uses Claude Laloux’s red/amber/orange/green/teal model and cites the State of Agile finding that culture–mindset mismatch is the top failure cause; estimates 70–80% of organizations sit at orange. Practical tools shown: Moving Motivators, Personal Maps, Delegation Poker and kudo cards to build trust, delegation clarity and psychological safety so teams actually sustain agile ways.
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chapters (18)
- 0:00Intro
- 1:36Things organizations often ask
- 9:01Let's discuss
- 12:27Time to vote!
- 16:38Culture
- 17:37Leading causes of failure
- 18:26Leaders
- 20:01What makes a good agile leader?
- 22:53My journey
- 23:57Theory X and Theory Y
- 26:18Communication iceberg
- 27:00Coaching dojo
- 28:12Moving motivators
- 29:12Personal maps
- 32:49Delegation poker
- 36:41Kudo cards
- 38:51The operating system is broken
- 43:46Further reading
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