A blog post on executive leadership inspired by conversation with Angie Main, Andrzej Zińczuk, Andy Carmichael, Ben Maynard, Bjarte Bognes, Brendan Wovchko, Charles Bradley, Daniel Doiron, Daniel Vacanti, Dave Snowden, Dave West, David Dame, Don McGreal, Erich R. Bühler, Erik Weber, Fin Goulding, Haydn Shaughnessy, Jackie Thoms, Jill Graves, John Seddon, Kurt Bittner, Laurens Bonnema, Liz Keogh, Mark Noneman, Marshall Goldsmith, Mike Burrows, Nader Talai, Ron Eringa, Steve Porter, and Thomas Power

Kanban for Complexity™ is itself on an empirical Direction of Travel, and it is designed to support the Cynefin™ Sense Making Framework’s complicated (domain of experts) & complex (domain of emergence) domains, regardless of the type of knowledge work, regardless of whether (customer and/or knowledge) value can be delivered in 4 weeks or less.

Context is 1000s of people, with a huge appetite for varying levels of agility, and low appetite for risk, with so much enthusiasm that any collaborative workshop is called a "Scrum"

How similar are Nexus and LeSS really?

Just how much do the original Lean and Agile grate against each other. What does John Coleman recommend you do if they co-exist in your organziation?

Did you ever get confused by folks using Toyota Kanban calling it Lean Kanban? We try to de-mystify the lingo.

opinion piece by John Coleman on the use of scaling patterns or none - views are his own

We're told to "Start with Why". Star rate 28 potential reasons for pursuing agility.

What is "the system" anyway? Do we ever understand it really?

John Coleman with support from Nader Talai uses Toyota Kata to amplify flow based retrospectives / service delivery reviews.

John Coleman tells us the results of his worldwide experiments with an advanced version of Featureban, that deals with the ageing of work and the optimization of work in progress to improve the delivery rate and lead time. Supported by Andy Carmichael and Nader Talai.