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Lately I have been noticing a concerning pattern around organizations leeping to Kanban  quickly.  From what I have seen, organizations value cycle time.  Well, either that or it is a new interesting metric that enterprises are still learning how to cheat.  But I digress.  Let's assume that organizations honestly value cycle time and the belief that making that predictable and exposing bottlenecks will make their product deliveries smoother.  Great.  I agree.

The implementation is similar to the challenges we have with 'agile adoptions' - most organizations following the Analytic mindset (@flowchainsensei) - can't rethink how to structure work.  Instead, similar to 'agile adoptions', what I am seeing with Kanban is bending an idea and opportunity for change until it buckles...and becomes another process in a standard analytic model.  Let me explain.

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What if we are doing it wrong?  What if the way we approach building products in software is just wrong?

This is not a posting about estimates or SCRUMbut or anything like that.  This post is is a postulate on what limits we might be implying.  Consider the following:

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Company re-organizations, which seem to happen every few months, focus primarily on financial efficiency, usually at the cost of context to their staff.  Shortening the distance to context may very well cost more, but reducing this distance will create a simpler environment that costs less to maintain and grow.

So what do I mean by 'distance to context'?
Why is it taking so long to get from A to C?

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