Sublime

They promote internal networking.

When trust is extended, it breeds responsibility in return. Emulation and peer pressure regulates the system better than hierarchy ever could. Teams set their own objectives, and they take pride in achieving them.

quagmire.

Without core values or principles, there isn’t an anchor from which to make critical decisions about change.

The art of advising, inspiring, piloting and supporting managers to make better decisions on business and organisational development in order to make their organisations more effective and efficient.

The two documents that are the best at transferring information to new team members are the code and the team. The code does not lie about what it does. It may be difficult to extract rationale and intent from the code, but the code is the only unambiguous source of information. The team holds the ever-changing roadmap of the system in its members’

Jim Highsmith is on target when he says, “Productivity measures in general make little sense in knowledge work.”13 Designing good software and infrastructure, solving business problems, and creating IT strategies are knowledge work.

Amber command and control becomes Orange predict and control. To innovate more and faster than others, it becomes a competitive advantage to tap into the intelligence of many brains in the organization.