Agile is a cult
summary
Argues that Wardley Mapping exposes where things sit on a genesis→commodity evolution axis, so one method cannot fit all; shows maps that reveal a rack-modification bottleneck in an insurer that removes the need for a multi-million robotics buy, cites a government project saving ~£425m (£1.5bn lifetime), and Canonical targeting cloud from ~2–3% to ~70% market share using maps to pick focus. Recommends mapping user needs, overlaying methods (XP/Agile left, Lean middle, Six Sigma/utilities right) and reorganizing teams into pioneers settlers town planners to manage evolutionary flow.
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chapters (16)
- 0:00Intro
- 4:05The Art of War
- 6:17Battle of Thermopylae
- 10:09Mapping Business
- 11:36What are maps
- 12:35The problem with stories
- 13:06An insurance company example
- 15:46Government projects
- 21:14Patterns
- 27:01Onesizefitsall
- 31:09Using vs Being
- 34:17Mapping
- 37:14The right organisation
- 38:58Evolution
- 41:56Principles
- 45:06Wardley Maps
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