Value is context sensitive. Almost universally, value is difficult to measure. Value can be a mixture from one/some/all of the following perspectives: market/customer/consumer/end-user organization/stakeholder/employee/reputation authentic progress towards the United Nations sustainable development goals learning in relation to the above through feedback/analytics/research/experiments reducing risk to the above, e.g., failure demand, technical mess, "sticks of dynamite down the backlog" When forecasting potential value, value is not crystal clear; it’s about the relative value of one item over another.

Faster software product delivery, working in cells.

With COVID-19 pandemic it is crucial for organisations to adapt quickly. Business agility is the organisational capability that enables fast adaptation.

a case study on evidence based management for agility for freeing up capacity

Read how the scaled agile framework provides lens through which lean-agile organizations can gauge their business agility and lead towards transformation.

A blog post on executive leadership inspired by conversation with experts..

Kanplexity is itself an empirical Direction of Travel.

1000s of people, with a huge appetite for varying levels of agility, & low appetite for risk, with so much enthusiasm - is called a Scrum

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?

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

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