Food for Agile Thought’s issue #113—shared with 12,181 peers—covers scaling Spotify, why technical debt gets out of control, how to go faster, and that customer centricity requires changes to the organization.
We also have a look at ‘Cost of Delay’ as a concept and learn that buildings MVPs might be counterproductive, and to make (product) decisions without a doubt.
Lastly, Hiten Shah considers Trello a failure—find out why.
Food for Agile Thought’s issue #110—shared with 11,602 peers—dives into the roles of change that are critical to its success, we look at fundamental concepts of systems thinking and how to apply them to today’s product management.
We also advocate self-selection of teams, we go back to the estimation debate, and we learn to understand better how design thinking, lean, and agile were supposed to work together —before rituals and certifications.
Lastly, we feature another Scrum myth-busting moment: That Scrum is meeting-heavy.
Food for Agile Thought’s issue #109—shared with 11,473 peers—reveals agile metrics secrets, how to avoiding strangling innovation in your organization and asks: “Is Agile Doomed” as more agile tribes and factions appear.
We also share the best learnings from Mind the Product London 2017, how any organization can ‘speed up’ in the race of delivering value, and why falling in love with your ideas is not helpful in that respect.
Lastly, we understand how scaling Agile can work without sacrificing everything it stands for along the way — there is a short new introduction to Large-Scale Scrum available. (Thanks to Craig and Bas for organizing the LeSS Conference 2017 last week!)
Food for Agile Thought’s issue #108—shared with 11,308 peers—covers once again what is agile’s heart: from Deming’s lean production principles to jobs-to-be-done.
We also gain insight into the advantages of radical transparency leading the competition of ideas to new levels. We learn new entrepreneurial mental models from the one who coined product-market fit and embrace 12 certain innovation techniques.
Lastly, we understand that product management is just another sales job, and how we can use guerrilla testing to understand better what to build.