In retrospect, I consider it one of my biggest mistakes to have always categorically rejected metrics for the agile transformation. Although I still see the danger of an explosion of cargo cult if phenomena of agility are measured and rewarded instead of the essence, I would consciously take the risk today. For sooner or later, in every transformation, there comes a time when the question is raised very insistently as to what all this is meant to achieve and what it brings. And then you have to beat the system with its own weapons.
Every transformation entails friction with the status quo. Those who simply accept the practical constraints that are brought into play dilute the transformation. The new is then only somehow amalgamated with the collective without bringing about a significant change. The transformation itself is transformed and its protagonists are either assimilated or repelled.
The credo of the start-up culture, “Fail fast, fail cheap”, still has the bland aftertaste of sloppiness for German engineers and their managers. This typical German fixation on gap sizes prevents agility and slows us down.
Although the SARS-CoV‑2 virus is certainly not a welcome but nevertheless a good reason to reflect on how to deal with complexity and decision-making in complex to chaotic situations. The Cynefin framework by David Snowden provides a very helpful framework to this end.