ABSTRACT
It is always a challenge to write in words all that management may need, or that which management should consider when it comes to implementing Agile and Lean. As Organizational Change practitioners, we have seen implementations fall well short of their intended goals, or in some cases continue to stutter along aimlessly and with little hope as their leaders struggle to maintain a positive outlook for success. In hopes of sparing many of you the same pain and suffering we have experienced over the years, this book primarily addresses two key questions:
Is the agile and lean implementation well positioned for success?
What are the essential levers I need to move to maximize the chances of the program to meet its proposed goals?
