Lean Startup needs to avoid becoming dogmatic or a religion. It is terribly ironic when some well-meaning enthusiasts take Lean Startup as the Holy Grail of startup methodologies and expect miracles based on faith & unquestioningly “following the rules” alone.
Lean Startup-ers need to keep each other honest about this.
Let’s not get into where agile ended up with SCRUM. As much as I love the whole movement, I start to feel more dogmatism and it is very important to become aware of it before it is too late.Many people draw parallels to the Agile movement and the dogmatism that seems to have arisen in some circles within it. It’s even been called the 2nd chasm.
I like the “challenge your assumptions” attitude in Lean Startup, which when taken to heart, helps prevent people from becoming dogmatic, but I’m not sure this is enough.
Bob Marshall points out the benefits of learning as an organisation and the necessity of a “playing by the rules” stage to become better. This answers what individuals and organisations can do to avoid the traps within their own dogmatic attitudes. Jared Spool has a great outlook on this in the Design community.
I’m really interested to learn from Agilists, Designers and others who’ve been there, so we can learn from you. As “a movement” is this really a critical problem? What is “too late” and what have the tangible consequences been? Is there a signal/noise problem that prevents individuals seeking to learn more or dig deeper from doing so? If so, has that been because of people spreading mis-information, and how has mis-information been differentiated from progressive new ideas in the past? What questions should we be asking?
Please chime in here or on Roundtable.
Originally posted on Leancamp.
I’m on the Kernel Stewards team, where we help ~2,000 fellows understand the what the development of blockchains mean to humanity on anthropological scales. I’m particularly interested in enabling fellows to build things with blockchains that are altruistic and prudent.
I’m also building a communication tool for community groups and unconferences. It focuses on autonomising teams rather than “coordinating”.
In the past, I've designed peer-learning programs for Oxford, UCL, Techstars, Microsoft Ventures and The Royal Academy Of Engineering, careering from startups to humanitech and engineering. I also played a role in the Lean Startup methodology, and the European startup ecosystem. You can read about this here.
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