Before finding Agile, Ari built software for embedded distributed fault tolerant software for seven years. For the next decade he worked as an organizational therapist with cultural change, teamwork and leadership. Since 2006 he has contributed to LeSS-flavoured Agile transformations including mechanical engineering, market automation, and embedded system development. For the last couple of years Ari had international coaching assignments ranging from teams to board.
Just like at Easter Islands, Tayloristic organizations grow more and more complicated until they collapse. This combined with the atmosphere of fear is what brought NOKIA Mobile Phones to it's knees 2011.
LeSS, unlike most Agile scaling frameworks, addresses the fundamental systemic flaws of traditional organizations.
Gosei was chairing the Agile Project management track. The audience was both laughing with tears in the eyes and squirming in discomfort when Ari explained how organizations screw it up.
There are two very different strategies in adopting Agile in a large organisation, horizontal or vertical. In other words, you may take one product first with narrow and deep focus. Or you may focus on the vertical coordination layer, which is often perceived as The Scaling Problem.