Next Insurance broke its whole product development lifecycle into agent skills and deliberately kept sprints, roadmaps, Jira and the role split. Why authorship is the first thing to change in an agentic rollout, and how you know when the process change is finally due.
The leadership side of AI: where the value is actually leaking, which bets are worth funding, and how to steer them as a portfolio instead of a pile of pilots.
Why 95% of AI projects miss: the bottleneck is project-mode management, not the technology.
The delivery side of AI: what changes in specs, code review, flow, and team shape once agents generate most of the work and finishing becomes the scarce thing.
Agents write code faster than ever. The bottleneck moved to human decision latency and review capacity, and the lifecycle has to close that gap.
Empowered product teams, outcome-oriented leadership, and a structure that scales without losing speed. What it actually means to operate like a product company.
How 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.
OKRs 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.
A 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.
A 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.
Most of your scaling apparatus is now optional; your first principles are not. How to customize SAFe for AI-native, spec-driven development and continuous descaling.
Agile principles aren't software-specific. Applying empiricism, flow, and outcome-focus to marketing, biotech R&D, consumer goods, operations, and the whole organization.
What "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.
Jason Fried, Dharmesh Shah, and others on treating the organization itself as a product to be continuously discovered, designed, and improved.
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