Lean Enterprise

A book about applying lean and agile thinking above the level of a single team, written for organisations that already have a delivery capability and cannot start again. It is organised around exploring new ideas, exploiting the ones that work, and changing the organisation so it can keep doing both. Along the way it covers mission command as an alternative to detailed planning, hypothesis driven development and innovation accounting, running a portfolio of experiments, and the budgeting and governance practices that quietly prevent change. There is substantial material on continuous delivery, on architecture that can evolve, and on replacing the annual budget cycle with something shorter. Useful when the delivery teams have improved and the constraint has moved upstream.