Rewilding Agile
summary
Argues that Agile is over‑standardised and shows concrete methods to restore complexity: entangled trios (three people from different backgrounds run parallel solutions; four-to-five trios produce distinct approaches, one trio failed due to prior personality clashes), unarticulated needs mapping (daily user journals surface hidden requirements), and distributed ideation and feedback fed into SenseMaker clustering to spot the adjacent possible. Claims this requires more time and budget than a three‑day certification but yields richer, recombinable building blocks and faster, better decisions.
AI-written summary · about
chapters (16)
- 0:00Introduction
- 2:56Rewilding Agile meaning
- 4:42Agile state and issues
- 6:07Reconnecting with interactions
- 11:02Enhancing customer collaboration
- 15:58Responding to change with Frozen two
- 18:04Heuristics for complexity
- 19:29Restoring self-sustainability
- 21:34Q&A: Disintermediating decisions
- 26:49Q&A: Implementing in small teams
- 29:57Q&A: Diversity in trios
- 33:10Q&A: Examples of rewilded teams
- 34:16Q&A: Risks and costs
- 37:04Q&A: Anti-patterns in trios
- 38:58Q&A: Trios as mentorship
- 40:42Q&A: Next right thing in change
related talks
01h 26mChaos Development: Removing Software as the Inhibitor of Agile
52mWithout Simplicity, There's Just No Agility
39mAgility at Scale: A Meeting of Mindsets
17mThe Agile and InnerSource playground
53mAgile and Architecture: a meeting of the undead
40mPractices from trenches for embracing evolutionary architecture in wild
45mYou can't be agile when you're fighting your code
26mThe top 5 problems with distributed agile