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We have been working in the “What comes after” for as long as I can remember because 1. it’s obvious1 2. you need to be ruthless about anything that does not add value.

Join us on the other side if you dare.

https://death-of-scrum.net/#after


  1. It just takes some thinking from first principles. Most of these things did not have names and I didn’t know the Reinertsen book existed until we had figured out most of it ourselves. ↩︎

Alper Cugun
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Alper Cugun

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Late to the party but I very much love this interview with Karri Saarinen, the co-founder of Linear. Their way of working, “The Linear Method”, will be waved away by companies (“we can’t do that because…”) but with leadership with the right mentality and experience I don’t think it’s that far off at all. Ask your leadership how you can work like this.

Running multiple strategic tracks will set you up to dominate at a large scale, but many organizations can’t run one let alone run multiple at the same time. The visualization and plays as described here by Itamar Gilad look a lot like Wardley mapping.