[bdehaaff]

Thanks for the detailed thoughts. I am not sure though that Kanban or an other agile tool can solve the problem when it is one of leadership or direction. Strategy and management do not rise out of the incremental planning bits.

[karlkfi]

One of management's jobs is to enable and empower the workers. One of the principals that enables Kanban development is that management should not dictate worker process. If management doesn't know that they may be tempted to fix the development problems with more process, which actually disempowers the workers. Adding more dictated process may work in the short term, but it's a tactical fix, not a strategic one. A well run business keeps tactics and strategy in balance, and hopefully delegates the tactics as low as possible, to retain empowerment. Good management acts as a multiplier to worker productivity. Bad management cripples what it's trying to manage.

So yes, you need good management, but good management alone does not guarantee success. Management cannot be the source of the solution to every problem.

The other bit to take into account is that management can benefit just as much from its own cycle of metrics, feedback and retrospective action. All levels of an organization need to be able to improve, not just the developer teams. However, that's usually a completely different set of tools and skill sets.

[bdehaaff]

Agreed. The point I am trying to make is the following: I think you need to do both and that's why building great products/software is hard. You need to see the big picture yet deliver against it in bite-sized chunks. Good PMs and Engs are capable of doing both at the same time. That's the key. Give folks responsibility for owning big ideas and allow them to get their work done in an agile, incremental way. Kanban really is about the incremental "getting there" part.