Agility is Team Sport
The Logic of Agility
The Agile Transformation: Think Big, Start Small, Learn Fast
The Agile Transformation and Its Metrics
Practical Constraints: Resistance is Futile
Gap Size and Agility
Digitalization and Agility: Joining Forces Against Silo Thinking
Cynefin and Corona
Agility Means Effectiveness
The Agile Transformation as a Joint Learning Journey
The Lively Disorder of Agile Organizations
Agile: Asking the Right Questions
The Court Jester at the Touchline
In for a Penny, in for a Pound and Other False Dichotomies
The Agile Counterfeiters on Their Way to Cargo Cult Hell
In Titanic’s Ballroom
Setting Standards in Agile Organizations
If You Say Yes, You Have to Say No
Agility Starts with the Assumptions about Human Nature
Culture Follows Structure or the Misunderstood Scrum Master
Aberrations of the Agile Transformation
Don’t scale agile – descale your organization!
Sailing by Sight
Agile as Concentrated Feed to Increase Employee Performance
Three Common Misconceptions About User Stories
The Five Principles of Lean Management as the Basis of the Agile Manifesto
Impact over Input
Agility and Subsidiarity: Autonomous Decisions – Shared Responsibility
Modern Court Jesters
Agility and Separation of Powers. Or: What Is the Boss Actually Doing?
The Scrum Master: Three Popular Anti-Patterns
The Prime Directive for Successful Retrospectives
No More Elephant Carpaccio!
No Agility Without Trust
The Team, the Product and All the Rest
The Customer-Vendor Anti-Pattern
Agility and Alignment: Strategy as an Empty Sphere of Action
The Dead End of the Agile Transformation
Stop Starting, Start Finishing!
Change Never Comes for Free
The Benefits of Feature Teams
Agility Between Freedom and Order
Agility, Empirical Process, and Falsification
Agile? Nice and orderly, please!
Agile without a Plan?
Form without Function — Acting without Effect
From tayloristic immaturity to agile self-organization