Responsibility vs Accountability & The Trust Paradox of Self-Organising Teams. Yves Morieux, a Senior Partner at BCG, brilliantly provoked in his ted talk that “If you think about it, we pay more attention to knowing who to blame in case we fail, than to creating the conditions to succeed”

When you start to scale and have multiple products and/or teams, alignment becomes paramount. The general trap is to try and control things to stop misalignment from happening by adding many layers of bureaucracy. This stifles creativity, does very little to keep your people motivated and usually degrades team velocity.

IBM a few years back stated that 84% of Digital Transformations fail — although there is a lot of “grey” area around what constitutes as “failure” still 84% is a staggering number! What interests me the most is why this is the case? As a fellow coach Tanner Wortham brilliantly provoked “If this agile thing is so great, then why doesn’t it always stick?”

Similar to giving feedback, receiving feedback effectively is often a place where we struggle. If you’re anything like me, receiving feedback can be uncomfortable and often emotional, even with the best intentions for personal growth it can still be hard to stay objective and keep your cool.

What's the difference between Product Management and Product Ownership? Are they the same thing, or different?  It’s ok, no one seems to know. Rather we find the answer lies in where it all began - where they came from.

I would say we’re in a feedback crisis. Most people don’t give feedback, they give unsolicited advice…