You highlight a very common and very important problem that most people don’t want to deal with: the interface between management and the teams. Whilst the teams may be working “Agile”, management is not, and this jarring friction is the cause of a lot of problems IMO.

The method that I’ve outlined in the article is far easier for a startup to adopt than a large enterprise, because in a startup management is much closer to both the team and to the problem, and has fewer “commitments” so they can more easily pivot. More expectations (especially time sensitive ones) leads to less agility IMO.

I’m glad you’re enjoying my articles :) You give me great feedback!