Company-Wide Agility
summary
Argues that scaling agility beyond IT requires changing budgeting, power and meeting practices rather than just applying Scrum to HR or legal; gives concrete examples like daily standups at board level and using a sprint backlog for executive work, warns that annual budgets block flexibility, and maps four concrete company values — customer focus, transparency, self-organization, continuous learning — as testable levers while combining lessons from beyond budgeting, sociocracy, open space and agile.
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chapters (4)
- 0:00Start
- 0:33Company-Wide Agility
- 2:03What an Agile Company Is Characterized by
- 3:57The Agile Manifesto
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