AI Vibe Coding is useless and frustrating when its bound by the constraints of the wrong ecosystem. It is exhilirating and high-impact when unleashed by an organizational operating system that's optimized for "building with AI"
Read more →AI Vibe Coding is useless and frustrating when its bound by the constraints of the wrong ecosystem. It is exhilirating and high-impact when unleashed by an organizational operating system that's optimized for "building with AI"
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The issue usually isn't the title on the org chart. It's whether someone around the team has the standing to make tradeoffs. Here's how I think about product ownership across single teams, platforms, and larger product groups.
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Every time I introduce a portfolio Kanban, somebody asks about WIP limits. My recommendation at the portfolio level is often: don't limit WIP. At least not the way you're thinking about it.
Read more →What if the real role of agility is to help organizations seek alpha more efficiently by making it cheaper and faster to test, learn, and steer strategic bets?
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A practical conversation on why strong sales and GTM leaders must run today's business while continuously improving the system that creates tomorrow's results.
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A deep dive into the conversation with Dave West at Scrum.org about the 95% AI failure rate and why organizations must evolve their management operating system.
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Set practical WIP limits in Scrum with Kanban. Learn who owns WIP limits, when to adjust them, and how to handle urgent work without weakening flow discipline.
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Many organizations claim to adopt a Product Operating Model but retain stage-gate thinking under the surface. How to tell the difference and what to do about it.
Read more →Most AI projects fail not because the models are wrong — but because the management operating system isn't built for high-uncertainty work. How agility principles change the odds.
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AI Isn't Failing — Our Operating Systems AreWhy 95% of AI projects miss: the bottleneck is project-mode management, not the technology.
Empowered product teams, outcome-oriented leadership, and a structure that scales without losing speed. What it actually means to operate like a product company.
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The Scaling Paradox: Why Your Success Is Now Killing Your SpeedHow product organizations stall as they scale — and the operating model shift that restores flow.
OKRs suffer from over-adoption and under-understanding. Most implementations become another alignment tax. Here's what actually makes OKRs work.
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Fix Your OKRs — Back to First PrinciplesOKRs have become theater in most organizations. This is the reset: why they work when they work, and how to fix them when they don't.
Agile transformations stall, backslide, or produce compliance without outcomes. Diagnosing and recovering from agile that never actually landed.
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How to Drive Towards Business Agility Without Falling Into Transformation TheaterA conversation on why transformation initiatives stall — and what distinguishes evidence-based change from agile theater.
Portfolio Kanban, lean budgeting, and investment flow — eliminating the overhead of managing work about work while keeping strategic alignment real.
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Actively Managing Portfolio FlowA Portfolio Kanban is just a board until you actively manage it. Here's what that looks like in practice.
SAFe done right — connecting the framework's structure to product thinking, flow principles, and actual business outcomes rather than compliance and ceremony.
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Deconstructing SAFe Criticism: The SPC RoleA SAFe Fellow's honest take on what's fair and unfair in the SAFe criticism landscape — and what it means for practitioners.
Agile principles aren't software-specific. Applying empiricism, flow, and outcome-focus to marketing, biotech R&D, consumer goods, operations — and the whole organization.
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Iterating Beyond Software — Agile in Consumer Goods, Pharma, and BeyondWhat "working software" means when you're not building software — and how Done Increments apply to physical products, R&D, and business operations.
Treating internal capabilities, transformation initiatives, and the organization itself with the same discipline that great product teams apply to their products.
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Company as a ProductJason Fried, Dharmesh Shah, and others on treating the organization itself as a product to be continuously discovered, designed, and improved.
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