I think every agile team should be viewed as a small startup. When you do so, you can begin viewing senior leadership largely as venture capitalists (VC). They’ll occasionally visit your office, they’ll provide valuable expertise and insights that will help your small company succeed, they’ll paint a vision of your competitive landscape so you can make better choices, and most importantly, they’ll infuse your small startup with cash. This metaphor can only be extended so far, and we could talk endlessly about the complexities of decision making within this model, but we won’t. Instead, I’ll borrow a quote from Martin Fisher:
Knowledge is the process of piling up facts; wisdom lies in their simplification.
So how do we simplify this? How can we paint a simple view to understand which decisions are for our VCs to decide, which is for the start up’s leadership, and which is for those in the trenches turning ideas into working product? Here’s how I answer those questions: