I saw this post on LinkedIn the other day from Brian Orlando. I read it and a few comments, which motivated me to write this post.
Here’s Brian’s initial post—
I've been thinking...
In the latest Arguing Agile Podcast podcast where Hemant (Om) Patel and I discuss Peter Drucker's three different types of teams, right near the end we started to talk about aligning #management with/to the appropriate team model.
Anyone who has been involved in an #agile transformation knows organizational design changes are likely required for success (in response to product challenges, changing markets, etc).
I'm wondering why the obstinate resistance to responsive #organizationaldesign and #organizationaldevelopment?