ABSTRACT
Finally, a¡er spending a ctional year in the capable hands of my ctional narrators, Wes and Mary, I (Michael Levine, the author) am writing this nal chapter, to summarize the ideas illustrated in our two tales. We’ve seen two di«erent leaders take on two di«erent organizations. Mary is highly expert in Lean and Agile so¡ware development, whereas Wes is less so. MCCA was a chaotic culture, driven by the latest sales commitment, with little process of any sort, whereas FinServia was a rigid, nonresponsive bureaucracy frozen in excessive process specication and compliance. –e two leaders reacted to di«erences in the situations of the two companies (as well as their own preferences), and they chose two di«erent approaches to making transformations toward a similar goal: implement Lean and Agile so¡ware development.
