In February issue
Mike Burrows looks back on some strategic thinking literature from the 1960s and reflects on the notion of the ‘deliberately adaptive organisation’, and how it relates to Lean and Agile ways of working.
Why it matters to have a shared understanding about what “product” actually means is explored by Barry Overeem. Barry offers an experiment for teams and stakeholders to start a conversation about the product and clarify potential misunderstandings.
Christoph Roser explores the nuisances behind deciding whether to service customers by producing all your product up-front, or only making it when the customer demands it.
What if hybrid ends up being a mix of the worst of both worlds? asks Paul Taylor. Paul reminds us that for many companies hybrid work is an experiment, and most experiments fail. The best experiments are small and built upon previous evidence.
JP Castlin critiques the thinking of the management consultant Stephen Bungay and his book The Art of Action: How Leaders Close the Gaps between Plans, Actions and Results.