I believe that the session was recorded — I’ll let you know if/when they make a video available. I’ll also be talking about this again next month at the Marketo User Summit and in an ion interactive webinar that everyone is welcome to attend. Check http://ioninteractive.com for the webinar info.

Thanks, Michael — glad you liked it.

Strong command-and-control organizations generally find it more challenging to adopt “agile” management methods than organizations that have more of a collaborative or cultivating culture. But some “lean” approaches like Kanban — related to agile, but a little different — can work well in control-driven cultures. Here’s a great article by Michael Sahota on just that (in the context of agile software development, but I believe it’s generally applicable to management of other functions):

http://agilitrix.com/2011/04/kanban-aligns-with-control-culture/

I don’t believe that an organization has to adapt agile in all of its departments in order to have success with agile. Many organizations have been successful using agile software development on their product teams without that methodology being adopted elsewhere. Actually, there are probably many functions within most companies that aren’t a great fit for agile — more “simple” or “complicated” functions in David Snowden’s model. Adopt it only where it makes sense and makes the team more effective.

Definitely not an ‘all-or-nothing’ proposition.

That being said, given the way the world of business is changing — whether individual business choose to recognize it or not — I do think it’s a good idea for senior management teams to think long and hard about agile and lean management values and how they may be able to incorporate them more broadly into their culture.