Posted by on February 21, 2017

After a conversation with a professional friend, I posted this to LinkedIn:



You are asking ‘did we find the case’?

Not really. I believe two factors are at play.

1) Improvements are very fragile and rarely last for longer time. Many cases that pop up, fade away. This problems was e.g. handled at length by David Anderson at #KLR15.

2) most improvements cut into the huge hidden waste-pool that you find in many companies. Since the waste is largely invisible, improvements also get hard to document. You find some popular figures in the #Prison3dotZero blog from a few years back: … e.g. the popularly shared fact that 7 out of 10 projects fail etc.

But no, I have not really found the killer case.

My take on agile is that the more you believe it, the more it will work for you … this view I have documented in the #GameChangingBeliefs blog – see

Can you define “successfully” – and how large is “large” in this context? (Added 22-Feb-2017)

Large for me is about 100 persons – or when it becomes so large that you depend on extra structure between teams to make things work – whatever hits you first. There is no standard definition.

About success, again, everyone have their own measures. I would look for

  1. a high rate of innovation generating new demand and renewal for the business
  2. predictable delivery and balanced risk taking and
  3. high employee loyalty and absence of stress in the work place

Related to agile these are indirect and I see agile as a mean to an end.

Success is not so much about succeeding with agile, an agile transformation or an agile project, success is more about sustainable success in what you do as a business … building on agile.

Suggested cases and input received (moved from ‘#MustRead’)

Large scale agile success cases (suggested on LinkedIn/Twitter – not read yet):

Let’s continue the discussion on LinkedIn …


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