If you plan to implement new ways of working based on this book, then it is important that you understand that change comes with a price tag. I have seen many companies embrace a new way of working only to place the burden of change on the organization. Nonsense catchphrases like "grassroot movement" or "crowd sourced roll out" are usually mixed with ideas like "teach the teachers" and "organic change". These are sure ways to fail to make any substantial change in the organization.
Change must come from the top and you need to have a project for implementing change. This is because change takes time. By that I mean that time is taken from the teams when they learn the new ways of working. This means that the teams must have means to reduce their productivity during the implementation of the new ways of working.
This is nothing you do in a couple of weeks and once you begin the implementation you need a maintenance organization for continuously work on the change. This is so the organization does not slip into old ways because they are not as fast in the new way yet, but also to teach new employees or contractors. The bane of any work process is fragmentation so you need to oversee when changes happen so you can bring people back to the defined work process, or update the work process when a better way have been found.
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