Why Most Operating Models Fail
A concise comparison of the Industrial and Agile Product Operating Models, explaining why traditional structures fail in dynamic markets and how …
Philosophy defines the guiding principles and beliefs that shape methodologies and influence decision-making within Agile, DevOps, Lean, and related fields.

The Philosophy category represents the foundational beliefs that shape methodologies like Agile, DevOps, and Lean. It focuses on why these methodologies work and how their principles guide decision-making and organisational behaviour. Philosophy is concerned with the big picture, offering insights into how teams and organisations should think about work, value, and collaboration.
This category explores the why behind key principles such as Agile values, Lean efficiency, DevOps culture, and the influence of complexity theory and evidence-based decision-making. Philosophy helps us understand the underlying purpose of practices and how these ideas inform systemic change in organisations.
Key Topics:
Philosophy differs from methods and frameworks in that it focuses on how and why we approach things, not on the specific actions or tools used. While frameworks provide structure and methods prescribe action steps, philosophy provides the lens through which we view and interpret those steps.
For example, Scrum is a framework for implementing Agile practices, but Agile philosophy underpins Scrum’s values. Similarly, Lean is a set of methods, but Lean thinking shapes the mindset and approach behind those methods.
The philosophy of Agile, DevOps, and Lean shapes how teams think about delivering value, continuously improving, and adapting to change. It is about fostering a mindset that encourages collaboration, adaptability, and transparency in all aspects of work. By embracing the philosophical foundations of these methodologies, organisations can better navigate complexity, foster continuous improvement, and drive long-term success.
A concise comparison of the Industrial and Agile Product Operating Models, explaining why traditional structures fail in dynamic markets and how …
Explores why true organisational agility depends on empowering teams with agency, not just adopting frameworks like Scrum, Kanban, or DevOps, to …
Explains how true quality improvement needs both tools and a culture of safety, using Toyota’s andon cord as a lesson for Agile and Scrum adoption in …
Explores how robots and AI automate repetitive work, challenging outdated job structures and enabling humans to focus on creativity, problem-solving, …
Explains why frameworks alone can't shift team culture, emphasizing clear vision, leadership commitment, and empowering teams to drive meaningful …
Agile and Scrum expose underlying team and workflow issues, helping organisations address real problems rather than masking dysfunction with process …
Bonuses reflect mistrust, not motivation. True engagement in knowledge work comes from purpose, autonomy, and meaningful challenges, not financial …
Examines how Frederick Taylor’s management ideas still shape workplaces today, highlighting their impact on motivation, job design, and the challenges …
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Philips

Graham & Brown

Akaditi

Workday

Higher Education Statistics Agency
Boxit Document Solutions

YearUp.org

Cognizant Microsoft Business Group (MBG)

Lean SA

Deliotte

MacDonald Humfrey (Automation) Ltd.

New Signature

Microsoft

Boeing

Capita Secure Information Solutions Ltd

Lockheed Martin

Flowmaster (a Mentor Graphics Company)

Qualco

Nottingham County Council

Department of Work and Pensions (UK)

Washington Department of Enterprise Services

Washington Department of Transport

Ghana Police Service

Royal Air Force

DFDS

Jack Links

Teleplan

Kongsberg Maritime

ALS Life Sciences

Slicedbread