I worked at a company where the CEO was into Kaizen and brought it up frequently at team meetings. It was otherwise as dysfunctional as any place I've ever wor

I worked at a company where the CEO was into Kaizen and brought it up frequently at team meetings. It was otherwise as dysfunctional as any place I've ever worked. It was also my first, and hopefully last, exposure to "full court" Scrum. Both of these are now flags to me that a company is more into process than results, which is sad, because they both came from good places.