• Having a cross-functional team that is capable of true end-to-end product delivery, including being able to do both user-research as well as software development

• Moving away from just cargo cult agile - the symbols of business agility with post-it notes and squads - to building an agile capability that is as necesary as having great testing or software development. Many use 'team surveys', but these aren't scientific instruments. We've got to move toward measuring the strength of the behaviours that lead to great agility - improved ability to pivot to change, reduce costs and improve the product experience.
• People don't understand how to measure business value or the capability that delivers it, so many are stuck with measuring #stories, velocity, scope, %complete tasks and deliverables. These are all activity metrics. They're all based on the legacy that traditional project management has left us with. Instead, we should be focussed on understanding the impact and outcome of an investment in an existing or new product. Executives need to start thinking like investors in the stock market -  where am I going to invest? how much will I invest? what do I expect as a return on that investment in the product as it relates to the business and its strategic direction.

• The move away from project management to product management.
• Measuring value over project management activity-style metrics. 

There's alot to learn from science as it relates to understanding the ecosystem of people, process and tools that help organisations to be agile. Unfortunately, there are few robust scientific studies that give us insights into how to measure where we are along that journey. 

Using traditional activity metrics based on time and deliverables won't tell you if you're agile. Measure the strength of agile behaviours through data analytics, not team surveys.

• Scaling up a modern digital business to reach a million users

• The Architecture of Change