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.

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Faster software product delivery, working in cells.

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

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

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SAFe® 4.6 Competencies

By Nader Talai • October 21, 2019

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

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

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Kanplexity is itself an empirical Direction of Travel.

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

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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?

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

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

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