Thought about ‘inspect and adapt’ as an ideal and practice for improving a team’s processes. Especially about whether how long a process has existed without much change affects how to approach inspecting and adapting.
And related, which things that are within the control of the team/org matter most for creating successful products? Are the people most important, or is the process they follow more important? What about purpose, does that matter at all? How much does the organisational structure and systems affect success?
Read a post from Roger Martin which said that a strategy seeks to influence what is not in your control. That got me thinking. Most strategies seem to lack an awareness of what those things are.
Did a bit of strategy work on growing a small product into a scalable, self-sustaining one.