Spent some time today puzzling over assumptions about flexibility of people management in modern organisations.

Hypothesis: pre-agile professional service organisations developed resource pools exogenous to projects because the projects themselves lacked agility

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In contrast, agile teams have endogenous flexibility: you get to keep a high-performing team together but let its scope shift in response to changing needs

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Old assumptions about the fungibility of "human resources", necessary for exogenous flexibility, will rapidly undermine endogenous flexibility when applied to agile delivery

Plain English version: instead of managers moving people to the work, invest in teams that seek out and deliver greatest value

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@mattedgar That makes sense, you can't focus on building a strong team if you are constantly shuffling headcount arouns

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