Rather than introducing new tools or practices, we spent time understanding why change was needed and what had to change. This was not about ‘solution delivery’. It was about helping our client build, adopt, and adapt the tools that would work for its particular, unique context.
We put education on the principles of Value, Flow, Quality (VFQ) at the heart of our Product Delivery work. The aim was that everyone working on innovative products was equipped to prioritize ideas, optimize the flow of work, and deliver value early and often. Crucially, we encouraged people to gather feedback and build this into on-going product development. This, we all agreed, was more important than any particular toolset.
It shouldn’t matter whether a team chooses Kanban, Scrum or something totally different. If everyone shared the same understanding of why they were doing what they were doing, then each team could pick the “how” that suited their context. And because two IT teams working on two different projects would still have two different sets of technical requirements.