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.

Undertake agility training designed to support teams, managers & leaders and ensures they have a sure start.

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

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

How similar are Nexus and LeSS really?

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?

Leaders need to learn the Kanban method & understand flow efficiency of their organization through visualization, capability measure & purposeful change

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Learning organisation and the rate of discovery is what sets organisations apart in the 21st century.