Q1. Why did you call your book Doing Agile Right? How are companies doing Agile wrong? Read more

Q2. Purpose and values are core to any company’s identity. Shouldn’t scrutinizing them be part of an Agile transformation? Read more

Q3. In our world of accelerating and unpredictable change, how can we make planning and budgeting more Agile? Read more

Q4. Why is the customer so important in Agile? Read more

Q5. Does Agile help in a crisis? Read more

Q6. Agile doesn’t work for everything. Just how Agile do we need to be? Read more

Q7. Can you point me to some sources that quantitatively demonstrate that companies that successfully scale up Agile see major changes in their business? Read more

Q1. When Agile meets power, power wins. How can we win over authority figures and shift their mindsets? Read more

Q2. What does an Agile leadership team actually do? Read more

Q3. We are scaling an Agile transformation within our company, and our leaders’ roles have become more challenging. Is that typical? Read more

Q4. Why is Agile so difficult for executives to grasp? Read more

Q5. How can I can get the Agile message to my C-suite? They talk about Agile, but they don't seem to be living it. Read more

Q1. How can multiple Agile teams work together effectively? Should we establish common goals for them? Read more

Q2. How do we get started on Agile? Can we adopt some aspects of Agile and not others? Read more

Q3. Can Agile teams work well outside of customer-focused innovation functions—on operations, for example? Read more

Q4. Agile teams are common in technology. Why are the results so often disappointing? Read more

Q5. When is it time to add a second Agile team? Read more

Q6. Agile vs. waterfall: On complex projects, could there be a hybrid that delivers results and realizes predictable value? Read more

Q1. Can accounting become Agile? Read more

Q2. We are updating our technology infrastructure. Can we use Agile for that? Read more

Q3. In the public sector, is it possible to use Agile and still meet our traditional process management expectations? Read more

Q4. We struggle to break down our Agile teams’ work into shorter sprints and still maintain the focus on the customer. How can we do better? Read more

Q5. It’s demotivating when the idea you suggest in an Agile working session isn’t pursued. How can we encourage teammates to keep making suggestions to ensure that we keep getting good ideas? Read more

Q6. In the public sector, how do we reconcile Agile principles of distributed autonomy and learning from failure with our requirements for public scrutiny and political accountability? Read more

Q7. Can Agile work in human resources? How can we measure its outcomes? Read more

Q8. Agile ways of working are often seen as alternates to what organizations are doing now, which makes them harder to embrace. Is it possible to adopt and embrace select Agile principles within current ways of working? Read more

Q9. What are the proper responsibilities of the different Agile roles—namely, business owner, product owner, scrum master, and development team member? Read more

Q10. When executives are slow to embrace Agile, how can employees build sponsorship? Read more

Q11. Can Agile help companies successfully navigate a crisis such as Covid-19? Read more