Sublime

Then one day, one of the developers came in with a Harvard Business Review paper from 1986, written by two Japanese business professors, Hirotaka Takeuchi and Ikujiro Nonaka. It was titled, “The New New Product Development Game.” Takeuchi and Nonaka had looked at teams from some of the world’s most productive and innovative companies: Honda, Fuji-X

More and more I realized that, if I could create a system that, like that robot, could coordinate independent thinkers with constant feedback about their environment, much higher levels of performance would be achieved.

Then, as the Product Owner, put together a road map of where you think things are going. What do you think you can get done this quarter? Where do you want to be this year?

Demo or Die. At the end of each Sprint, have something that’s done—something that can be used (to fly, drive, whatever).

inspeção e adaptação”.

autonomia, domínio e propósito.

It’s about setting up the right framework with the right incentives and giving people the freedom, respect, and authority to do things themselves. Greatness can’t be imposed; it has to come from within.

Everyone Knows Everything. Communication saturation accelerates work.

Mas Eelco disse que o principal feito das reuniões diárias foi eliminar dependências.