Say it all again, and say it louder, every chance you get. One aspect of the overall change pattern that draws my attention: there is a sometimes visible, sometimes unstated goal of collapsing roles, or said more kindly, evolving people, into broader contexts - a two-pizza team becomes a one-pizza team . To some degree, velocity focus is a substitute for that... The optimist in me says that should the evolution be achieved, the other half of the team will move on to higher order (or at least new order) work. I wonder what that might need to be added to the enablement equation for that?
The two things are certainly connected - depending on the quality of the enablement, the gains are more or less sustainable and come from different places, and based on that they allow different people to move on to different things. The optimist in me wants the gains to be such that people are overall more effective and companies therefore see the advantage in applying them to more of the problems they're trying to solve.
Say it all again, and say it louder, every chance you get. One aspect of the overall change pattern that draws my attention: there is a sometimes visible, sometimes unstated goal of collapsing roles, or said more kindly, evolving people, into broader contexts - a two-pizza team becomes a one-pizza team . To some degree, velocity focus is a substitute for that... The optimist in me says that should the evolution be achieved, the other half of the team will move on to higher order (or at least new order) work. I wonder what that might need to be added to the enablement equation for that?
The two things are certainly connected - depending on the quality of the enablement, the gains are more or less sustainable and come from different places, and based on that they allow different people to move on to different things. The optimist in me wants the gains to be such that people are overall more effective and companies therefore see the advantage in applying them to more of the problems they're trying to solve.