While this message resonates with me, the part that always seems to be left out of such manifestos is a clear set of instructions for transforming an organization that’s got it all wrong. I.e. what do we do with all of these meetings that are already on our calendars, limiting the number of opportunities many of us have to engage in sustained, focused work? Should we employ the nuclear option: cancel them all and just see what happens? Is a more gradual transition possible? How do we recalibrate the habits of everyone in the organization today, who’s grown accustomed to the way things are?

In a sense I view this as similar to what a lot of devs experience when first exposed to a legacy code base. Many mistakes were made, and what we have today is the accumulation of all those little mistakes. The challenge is not in recognizing the problem but in working out a strategy for addressing it, without throwing the whole thing out.

I look forward to reading the book! Perhaps some of the answers are in there.