emphasize |
deemphasize |
deep and narrow (meaningful, systemic improvements) |
broad & shallow (big-bang, “check the box”, superficial, fake changes) |
system/global optimization (organizational level) |
local optimization (at expense of system optimization) |
flat, lean, adaptive organizations |
complex, multi-layered, cumbersome organizations |
light (very) tooling solutions and quality of human communication |
focus on heavy tooling and PMO management style |
importance of working software (product), as success indicator |
metrics and reporting, as indicator of progress |
feature teams (focused on products & customers) |
component teams (focused on applications & platforms) |
component mentorship/teaching |
component ownership |
simple, elegant, dynamic frameworks |
heavy, prescriptive, rigid frameworks & “operating models” |
historical and market evidence, proof by experts |
“best practices”, cook books and unrealistic hypos |
communities, as media for functional learning |
power towers of “special people” (e.g. center of excellence, PMO) |
participation by volunteering and commitment |
participation by mandate and enforcement |
dynamic, rolling-wave, product centric budgeting |
hard-fixed, fiscal year-end budgeting |
creating and owning ideas |
renting ‘best practices’ from others |
team performance, profit sharing |
individual performance and bonuses |
job & salary security |
role security |
simplicity of job descriptions |
complex titles and management roles |
shared ownership, successes & failures |
outperformers and individual heroics |
personal development goals, consistent with available career path |
manager-imposed, unrealistic individual goals (“legal trail for a rainy day”) |
importance of hiring the best and growing the best |
pressure to hire/recruit low quality experts (including agile) |