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In the book ‘Black Swan’ Nassim Taleb introduces the concept of epistemic arrogance: where what a person thinks they know exceeds what they actually know. On Agile projects, epistemic arrogance is evident when there’s a mis-match between what we think the customer needs and what the customer actually needs – something David Hussman refers to as ‘Product Arrogance’. Although one of the

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In an ideal world, things would always go to plan – but since we don’t live in an ideal world, they don’t; hence why the best-laid plans of project managers often go awry. More often than not, detailed plans laid out on neat charts projecting months (even years) into the future, tend to describe a fictional reality; and perfect plans tend to describe fictional

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Although companies might be having some success with Agile at the team level, scaling Agile at the enterprise level presents a new set of challenges – and therefore, requires a different approach. For example, whereas team dynamics and customer collaboration might be key at the delivery level,  leadership becomes a critical success (or failure) factor at the enterprise level. So

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“If you do build a great experience, customers tell each other about that. Word of mouth is very powerful.” ~ Jeff Bezos

“The problem is not that there are problems. The problem is expecting otherwise and thinking that having problems is a problem” ~ Theodore Rubin

“Innovation distinguishes between a leader and a follower” ~ Steve Jobs

“The world is changing very fast. Big will not beat small any more. It will be the fast beating the slow.” ~ Rupert Murdoch

“You don’t learn to walk by following rules. You learn by doing, and falling over.” ~ Richard Branson

“Failure is simply the opportunity to begin again, this time more intelligently” ~ Henry Ford

“One this is for sure. We have to do something. We have to do the best we know how at the moment…If it doesn’t turn our right, we can modify it as we go along.” ~ Franklin D. Roosevelt