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"The second secret is that most teams, frankly, are not that good. So you need some kind of way [...]"

Agree. Let's not forget the HR challenge most organizations have today. It's hard to find, hire, develop and keep talented people in the company. I heard the other day: "every job seeker is a potential low performer". The basis of that is that most talented, highly qualified people is either managing teams or freelancing/consulting, and inevitably making interesting amounts of cash either way. So the chances of finding this profile on every Agile team is low.

In this scenario, Agile has its intrinsic value of providing teams members of various competence levels with some minimum rules of conduct, processes and tools. Maybe good teams will think they are all about bureaucracy, or they'll think it's something the management layers of the company can look and understand, like a burnout chart.

That's why I cut the second sentence of the quote above in the middle. Sometimes, as a manager, you need a "way", like the Japanese word for "Do", to keep discipline and make things moving forward.



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