Every year, enterprise executives play a high-stakes game of chance with their corporate capital. They authorize large-scale IT initiatives and digital transformations under a reassuring assumption: “Sure, a few projects might slip, but across our broader portfolio,...
A short field notes series on leaders experiencing loss of control is actually a mismatch between responsibility and where decisions, learning, and coordination now live. The moment does not arrive as a break. You are still accountable. Still expected to explain what...
A short series on how the manager role changes as systems scale. What the role carries now was never part of its design The Manager role didn’t change. What it carries did. Managers are still described the same way: Accountable for delivery. Responsible for outcomes....
In complex product development, corporate hierarchies demand an absolute premium on certainty. To satisfy this demand, enterprise operating systems have institutionalized a ubiquitous ritual: relative size estimation abstracted into Story Points, which are then summed...
A short field notes series on how competence is recognized and how promotion changes what that recognition can carry. Competence is one of the clearest signals organizations know how to recognize. Work is completed reliably.Decisions are sound.Outcomes are visible and...
Hi! I'm Julie Carter, and I want to share my revelation on scaling agile principles to address multi-team dependencies in global product development. As a Scrum master at an enterprise software company, I managed complex features that required seamless coordination...
The divide between builders and bureaucrats is getting exposed more than ever today. Every organization system requires people who can build stuff and folks who administer the enterprise. When the balance skews heavily towards administration, the joy of developing...
“Not to innovate is the single largest reason for the decline of existing organizations. Not to know how to manage is the single largest reason for failure of new ventures.” - Peter Drucker. Drucker uses the keywords innovation and Management to describe the core...
My Three Scaling Agile Maxims Nail it before you scale it. Stitch it to flip it. Fake it, and you won’t make it. Here's why? Nail it before you scale it. Do you know what good looks like? What will be fit for your organization’s purpose? Don’t get impatient and try...
When an enterprise scales to the point where multiple teams must continuously integrate their work to deliver customer value, coordination challenges inevitably explode. The industry response to this challenge has been an obsession with comparing Agile Scaling...