Sublime
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Organisational Complexity
Matt Mower • 4 cards
Manifesto Ágil”. Nele, declaramos os seguintes valores: indivíduos em vez de processos; produtos que de fato funcionem em vez de documentação dizendo como deveriam funcionar; colaboração com o cliente em vez de negociação com ele; e responder às mudanças em vez de seguir um plano.
Jeff Sutherland • SCRUM: A arte de fazer o dobro do trabalho na metade do tempo (Portuguese Edition)
One Product Owner, two to eight Teams, a Scrum Master for one to three Teams. Crucially, these Teams are feature teams—true cross-functional and cross-component full-stack teams that work together in a shared code environment, each doing everything to create done items.
Bas Vodde • Large-Scale Scrum: More with LeSS (Addison-Wesley Signature Series (Cohn))
The good news is that the same system that allows your company to operate well with twenty-five people will also allow it to work well with twenty-five thousand. Neither the system nor the amount of overhead will change. It is a one-time hit.
Alex MacCaw • The Great CEO Within: The Tactical Guide to Company Building
Teal Organizations, in contrast, keep staff functions to an absolute bare minimum.
Frederic Laloux • Reinventing Organizations: A Guide to Creating Organizations Inspired by the Next Stage of Human Consciousness
Make all lateral, cross-functional dependencies explicit.
John Doerr • Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs
To put it simply, where Amber relied only on sticks, Orange came up with carrots.