How do Flow Economics improve your organisation’s performance?
Flow as a concept has been around for many years, since Dan Reinertsen first documented the concept in The Principles of Product Development Flow in 2009, and many new thought leaders added to this methodology, such as Fin Goulding in Flow: A Handbook for Change Makers in 2017, Mik Kersten in Project to Product: How to Survive and Thrive in the Age of Digital Disruption with the Flow Framework in 2018, and more recently Steve Pereira in Flow Engineering: From Value Stream Mapping to Effective Action in 2024.
Estimation is a wasteful activity once your teams are predictable
There can be lots of excitement and enthusiasm to cut out estimation altogether. But without the right conditions, it falls apart very quickly, and people revert back to expecting estimates.
Don’t use the Spotify model to speed up delivery
Many organisations followed down the path of the “Spotify Model” by adopting the roles and org structure, hoping and expecting that would make teams faster.
In many cases, nothing has actually changed except for some people’s titles. Oh, and “Squads, Guilds and Chapters.” The hierarchy remains the same. The responsibilities remain the same. The work remain the same. Nothing important changed.