Making sense of agility, scaling, OKRs, product operating models, and leadership — written from 15+ years in the field.
Practical criteria for designing Agile Release Trains (ARTs): how to group teams around value streams, localize dependencies, and avoid the common mistake of creating ARTs that mirror your org chart.
Read more →Transformations managed like projects fail for the same reason projects fail in complex domains. Managing a product transformation with agility — iterative, evidence-based, and outcome-focused.
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Why comprehensive blueprints for agile portfolio transformations fail — and why a trail map approach (visualize flow, shape flow, organize, steer with evidence) works better in practice.
Read more →Why cross-product initiatives fail under classic program management — and what it looks like when initiative owners act with real product ownership accountability in a product-oriented operating model.
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Treating OKRs as a Kanban system: visualizing strategic work, limiting WIP at the leadership level, and using Kanban cadences to review and adapt strategic priorities.
Read more →Single-team agility is table stakes. Multi-product portfolio-level practices — value stream management, lean budgeting, portfolio Kanban — are where the leverage hides.
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