| 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) |