Why Are Enterprises So Slow?
&gt; So however great you are as a team, you’re delivery cadence is constrained to a local maxima based on your external dependencies, which are (effectively) non-negotiable.<p>Precisely this. Which is why strong enterprise leadership needs to map out the value streams of their teams, understand where their bottlenecks are, and work at improving the bottlenecks. When the bottleneck is no longer affecting work throughput, find the next bottleneck, and improve it. Rinse and repeat. Doing so <i>requires</i> senior leadership&#x27;s direct intervention, not just because only senior leadership has the full picture, but also because the main way of motivating enterprise employees is by directing the attention of senior leadership at them.<p>&gt; it helps if people get fired for not constructively working with the changes<p>It doesn&#x27;t just help, it&#x27;s a non-negotiable necessity. Enterprise bottlenecks are not literal&#x2F;physical&#x2F;PVC-pipe bottlenecks, they&#x27;re people. Organizations which cannot fire (literally or effectively, by moving them to non-bottlenecked projects) their non-compliant bottlenecks are organizations which cannot fix their bottlenecks.