The Age of Agile: How Smart Companies Are Transforming the Way Work Gets Done (Stephen Denning, 2018)

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  • Agile management is about working smarter rather than harder. It’s not about doing more work in less time; it’s about generating more value for less work
  • Bureaucratic team
    • Top down
    • Individual responsibilities
    • Little interaction
    • Internally focused
    • Fixed mindset
    • Defend existing advantages
    • Make money for shareholders
  • Agile core characteristic
    • Law of the small agile team
      • Autonomous
      • Small cross-functional team
      • Much interaction
      • Externally focused
      • Growth mindset
      • Create new advantages
      • Deliver value to customers
      • Daily standups
      • Radical transparency
      • Customer feedback each cycle
    • Law of the customer
      • Target
      • Constantly experiment
      • Partner with startups
      • Increase product malleability
      • Focus
      • Innovate in short stages
      • Evaluate
      • Be willing to disappoint
      • Deliver value faster
      • Customise
    • Law of the network
      • The network has a compelling goal
      • The network comprises of small groups
      • The groups have an action orientation
      • The network is the sum of the small groups
      • The network’s legal framework stays in the background
  • Agile management practices 5 dynamics
    • Psychological safety
    • Dependability
    • Structure and clarity
    • Meaning of work
    • Impact of work
  • Copernican revolution states the customer is not revolving around the firm but is the firm revolving around the customer.
    • Achieve a common goal of pleasing the customers.
    • Top management takes responsibility in achieving that.
    • The firm heads towards being the best.
    • All employees become clear to what the customer wants.
    • Extensive and precise knowledge of the customer.
    • Staff members are being empowered.
    • The firm moves with the market.
    • Relationships are interactive, vertically, horizontally, internally and externally.
    • Back-office is aligned and ready.
    • Customer’s value becomes monetizable for the organisation.
  • Microsoft’s Bjork on Agile:
    • Get the right balance of alignment and autonomy
    • Master the role of the agile manager
    • Handle dependencies at the team level
    • Ensure continuous integration
    • Keep on top of technical debt
    • Embrace DevOps and continuous delivery
    • Continuously monitor progress
    • Listen to customer wants, but meet their needs
    • Deal with directions from above
    • Use self-forming teams to encourage team ownership
    • Recognise the team is the product
    • Build quality from the beginning
    • Use coaching carefully
    • Ensure top-level support
  • Stephen Denning tools for changing mind


  • Technical debt: bugs and errors unfixed
  • Regulatory debt: shortcuts that infringe the law
  • Brand debt: damages not fixed (e.g. Samsung)
  • Sun Tzu:
    • War is a necessary evil that must be avoided whenever possible.
    • War should be fought swiftly to avoid economic losses.
    • Avoid massacres and atrocities because this can provoke resistance.


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