We believe that many people in organisations, particularly their senior management, lack an essential skill for making a profound positive change: the skill of not knowing. They use agile techniques in futile attempts to control fundamentally uncontrollable aspects and to see existing beliefs confirmed, instead of using them for what they are designed: actively exploring unknown opportunities and exposing emerging risks and impediments.
From what we've seen, most agile change initiatives at large companies fail eventually. Even the big consultancy
