Sublime

Pair programming dramatically increases the spread of knowledge throughout the team. Although specialties remain, and tasks that require certain specialties will usually belong to the appropriate specialists, those specialists will pair with nearly everyone else on the team.

Andrew Clay Shafer says, “You are either a learning organization or you are losing to one that is.”

A cross-functional feature team can bring high value to an organization by delivering cross-component, customer-centric features much faster than multiple component teams making their own changes and synchronizing into a single release. But this can only happen when the feature team is self-sufficient, meaning they are able to deliver features into

Here are some strategies enterprises have successfully applied to create autonomy for individual teams:

As development proceeded, the developers changed partners once or twice a day. Each developer got to see what all the others were doing, and so knowledge of the code spread generally throughout the team.

The Third Way enables the creation of a generative, high-trust culture that supports a dynamic, disciplined, and scientific approach to experimentation and risk-taking, facilitating the creation of organizational learning, both from our successes and failures.

In 2001 a group of computer programmers published a manifesto announcing a way of working called Agile. Within the Agile framework, one of the most popular

Helge Torpe (Sales and Marketing), Ole Nielsen (Legal), Henning Guld (Advertising), Arne Bødtker (Sales), and Søren Olesen (Organization and Personnel).