Among other nuggets of real life experience, Israel shares how he expected the agile adoption to be equally drive 50:50 top-down and bottom-up. Instead, he found that he only needed to provide about 20% of top-down leadership, and the groundswell of grass roots momentum carried the adoption forward quickly. He also warns of the danger of agile being considered a silver bullet, and recommends demanding specificity of the problem at hand before adopting agile.
Some great insights from an executive who has been through the crucible of real life agile adoption.
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