This is a solid book, but there's one concept in it that has drastically changed how I lead and collaborate across teams. The book describes 3 types of problem

This is a solid book, but there's one concept in it that has drastically changed how I lead and collaborate across teams. The book describes 3 types of problems/areas: simple, complicated, and complex. The definitions of simple/complicated/complex has shifted for me a bit since I read it, but this is how I currently describe it: Simple - the solution is clear and is fairly low risk Complicated - the problem is well framed, but the solution isn't clear Complex - the problem itself isn't really clear This 3 tiered framing lends itself to so many useful structures and interactions. Junior/Senior/Staff scope of responsibility fits remarkably well. Sprint planning / Quarterly planning / Executive planning fits. The biggest thing it has helped with is recognizing that a team needs space to explore complex problems. Those teams need to operate very differently from a standard product stream team and recognizing that need is such an important thing.