One Agile Transformation and two beers please
summary
Claims that 70% fail drives a different approach: leadership avoids top‑down rollouts, uses the Open Decision Framework to co‑create a vision, roles, and training, collects roughly 600 comments during drafting, and runs a baseline assessment across ~100 teams. Success metrics focus on customer value not velocity, experiments start with innovators/early adopters rather than isolated pilots, and adjustments come from documented feedback and repeated lightweight experiments.
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chapters (7)
- 0:00Agile transformations often fail
- 4:43Agile is a journey
- 9:59Agile transformation challenges
- 17:46Red Hat’s improvement journey
- 21:57Key takeaways for agile adoption
- 34:24Measuring success beyond velocity
- 36:09Q&A
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