Larman's Law (https://t.ly/fNGz_) states "Organizations are implicitly optimized to avoid changing the status quo…" The 3rd law is particularly relevant: 'Any change initiative will be derided as “purist”, “theoretical”, “revolutionary”, "religion", and “needing pragmatic customization for local concerns” — which deflects from addressing weaknesses and manager/specialist status quo.'

To use innovative approaches like no-estimation or mob/ensemble programming, you need to overcome that resistance.

Devs, however, almost always go about that the wrong way. Senior management is rarely interested in the mechanics of what you're doing. They're interested in the bottom line, in how the new approaches change the way the business is managed, in whether the inevitable disruption is worth it.

In this session, you'll learn how to convince the “suits” (and your clients) that innovation is a good thing. You'll learn how to create a business case for innovation that overcomes the resistance of Larman's Law.