Were never dogmatic about flavours of Agile, this presented challenges with vendors – can you make changes quickly, can you ship software faster, have you thought about quality?
The problem is not scaling frameworks, it’s that you tried to start big – need to start with a small team and seed the trust
Tackled the financials with the spending control process and an Agile business case (based around progressive funding) and align spending around Discovery, Alpha, Beta and Live stages and approval for later stages comes from what you have learnt from the previous stage
Genuine leadership requires openness – be self reflective, clearly articulate values and principles, the biggest risks you are concerned about and the outcomes you wish to achieve – then build trust with the team to achieve this
The strategy is delivery
Don’t start until somebody can express an outcome – once they do, turn something around quickly
The more times you the do the things that are hard and hurt, opens up the opportunities for automation
Blameless Retrospective (John Allspaw, Etsy, 2012) – promise that there will be no retribution or consequence for decisions that anybody made during an incident, they made the best decisions that they knew at the time, they were operating in a system that allowed you to make that system in the moment – therefore means that people are not afraid to make decisions because they know they are not held to blame for making a mistake