Blog Statistics (country views)

On Valentine’s Day of 2008 I started my blog “” with a first blog post. The URL still exists but is now redirected to “”.

Since that day I have created 457 posts. The past years I blogged primarily about Scrum, and rather occasionally still about my love for books, music and my family.

I am mostly amazed by the global reach of my musings. The statistics show that my blog was visited by people from 182 countries. The top 10 countries (5,5%) account for 75% of all traffic.

Another 20% of all traffic is by visitors from an additional 30 countries (16,5%). So, 95% of all traffic on my site is generated by visitors from 40 countries, i.e. 22% of all countries. That leaves 142 countries, 78% of all countries, accounting for the remaining 5% of traffic.

Hereby a huge thanks and a big hug to my international readers, followers, likers, sharers. You mean the world to me.


Scrum. Period.

I observe a revived interest in Scrum. I observe how people, teams and organizations re-discover Scrum. Scrum has the simplicity they grasp for. They see the value Scrum brings. Simple and valuable, not easy. In a forward-looking observation I described it as the third Scrum wave that is rising.

Scrum is simple indeed, yet has so many aspects to be discovered by so many organizations. Scrum serves a journey of product discovery. Adopting Scrum is a journey of discovery in itself.

Scrum is a simple, yet sufficient framework for complex product delivery, for managing complex challenges. There is a high cohesion in the minimalist set of rules and advised activities of Scrum. There is no such thing as individual Scrum practices. Scrum lays down essential boundaries within which people self-organize, within which people devise a way of working tuned to their own context. Scrum can wrap many practices. When applied well, the integral result is still… Scrum.

The themes of the recent past of Scrum were ‘scale’ (volume) and ‘divergence’ (different names and movements). Distractions. People, teams and organizations realize that it did not result in the agility they need in their complex context. I observe a revived interest in the cohesion of Scrum, the framework as a whole. People, teams and organizations learn that over-focusing on isolated elements of Scrum has not helped them tackle their complex challenges and humanize their workplace.

While rediscovering Scrum, as a whole, people, teams and organizations discover that Scrum still leaves plenty of room for their context-specific needs. Scrum is designed to holistically support people, teams and organizations to create, maintain and sustain complex products. Scrum does not replace people’s intelligence and creativity, rather provides a frame for people to operate within and create valuable results. Scrum is intentionally low prescriptive. Scrum offers a limited set of mandatory prescriptions, which in turn allow many variations to apply the rules.

Scrum most often does not fit the existing, rigid structures of many organizations, the hidden impediment to achieve true agility. Stick with Scrum. Consider the core framework to be immutable. Period. Start small. Through practice all people involved will ingrain new behavior, enact the Scrum Values and grow a new working culture, a more humanized workplace.

Twisting Scrum, hacking into the basics of the framework breaks its cohesion, covering up dysfunctions rather than revealing them, probably disregarding the principles and foundations upon which Scrum is founded, rather than promoting great behavior. Such versions and implementations are possible. Isolated use of Scrum’s terminology or individual elements is possible. They might look like fun. They might work. They lack cohesion. They are not Scrum.

The 3rd Scrum wave is rising. Will you sink? Will you swim? Be a laggard of the second wave? Or will you surf?

On a personal note I want to add that I am delighted to see a shift from ‘Agile Coach’ to… Scrum Master. A good sign. A sign also that the need is real to have someone working with the teams and with the organization in fostering a healthy environment, an environment where innovation and creativity can emerge, where people can demonstrate traditionally unsafe behavior.

Product Owner, actually owns the product

The description of a Product Owner’s work reads as no existing job summary. “Product Owner” is not just a new name for the old roles and titles originating in the industrial beliefs that dominated businesses and society far too long.

Our dependence on software and technology keeps accelerating. We live and work not only in a globalized but also in a digitized age where technology, knowledge and the availability of information prevail more than ever, through a variety of technology products more than ever. Product Owner is a new, modern role, that fits that new world.

Product Owner, within an organization, actually owns the product, is a product-CEO. Product Owner is the many-faceted servant-leader in an eco-system revolving around the product, an eco-system that stretches beyond the borders of the organisation that creates the product. Product Owner is a strategic role, that is still ignored too much.

Scrum, a simple framework for complex product delivery

Much has been said, is being said, and will be said about Scrum, the most adopted Agile process.

Scrum, in the end, is a simple framework for complex product delivery. Scrum has a limited set of mandatory rules and roles. They all serve to create an environment within which people inspect their work regularly, so they can adapt. Scrum is an open framework in the sense that people can employ a variety of specific practices. When these practices are employed well, the integral result is still… Scrum.

Despite/due to its popularity and simplicity, much misunderstandings exist. I highlighted the essence of the Scrum framework in a short movie. It takes less than 3 minutes of your time. Enjoy!

If you have more time to spend, consider reading my book “Scrum – A Pocket Guide (A smart travel companion)“.

The future of Agile (is in the small)

Where Agile is synonymous to ‘adaptive’, organizational adaptiveness comes through small, networked communities and ecosystems collaborating.

This will happen inside organizations, and across organizations. For many organizations the challenge is how to adopt such organizational setup. It is a critical challenge because it is the only way to wake up from the latent coma caused by size, cash and rigid structures. Many large organizations, in their current state, are dead already.

In 2013 I created the book “Scrum – A Pocket Guide (A smart travel companion)“, helping people restore, update or confirm their understanding of Scrum. I am currently working on a new book on the current state and the future value of ‘Agile’.

Find my thoughts on how the future of Agile is actually in the small in a short movie. It takes less than 2 minutes of your time. Enjoy!

Scrum Master, the modern manager

A Scrum Master is rarely seen, let alone enacted, as a management role. The role however does show us how a modern manager would act.

Scrum Master, as a modern manager, fosters an environment of safety. An environment of safety is an environment in which people, from a traditional point of view, act in a highly unsafe way; speaking up, challenging, sharing, thinking, pausing, collaborating, deviating, creating, innovating.

In the past I have already published my views on how Scrum Master is a manager. I have now highlighted the essence of the Scrum Master role in a short movie. It takes less than 3 minutes of your time. Enjoy!

If you have more time to spend, consider reading my book “Scrum – A Pocket Guide (A smart travel companion)“.

Traces of my presence at events (Selected Recordings 2012-2017)

I go to speak at events without commercial or monetary intentions. I primarily go to meet people and share ideas and connect with the Agile communities and Scrum practitioners. On my YouTube channel I have uploaded all recordings of my sessions that are available.

Following is a selection (so far):

2012 – Entering the public domain

In March 2012, at a trainer event, Ken Schwaber checked with me on the possibility of a yearly event about Scrum in the Netherlands. We moved it forward and the first Scrum Day Europe event happened on 11 July of that same year in Amsterdam. My session, “The emergence of the Customer-Oriented Enterprise”, wasn’t recorded, but you can check out my rehearsal of the presentation at the mentioned March trainer event.

Find the presentation at Slideshare.

Note: At the heart of the concepts presented (2012) is the belief I expressed in my book “Scrum – A Pocket Guide” (2013) and the ideas I am building on again in my “re-vers-ify” narrative (2017).

2013 – Scrum for the enterprise

At Capgemini I had already  worked with Ken Schwaber on Agile transformation ideas and Scrum at the enterprise level. As I entered as director for the Professional Series in June 2013, that was our first priority to elaborate on. We presented a first set of ideas at the second edition of the Scrum Day Europe event on 4 July 2013 in Amsterdam.

2014 – Evidence-Based Management

We started focusing more on the inspection part of “Agility Path”. We separated it into “Evidence-Based Management (of software)”. The plan was to present it jointly as the opening keynote of Scrum Day Europe 2014. However, as Ken had visum troubles, I presented it alone.

I had already written a paper about the core ideas of the concept presented. As ideas keep evolving, I started using the term ‘Empirical Management’ and am tending towards using ‘Exploratory Management’ nowadays.

2015 – Scaled Professional Scrum with Nexus

Our focus shifted from organizational transformations back to helping people and teams to employ Scrum. A lot of concerns existed around employing Scrum in the large. Figuring that ‘Scaled Scrum is still Scrum’ we probably ignored the need for too long. We created the Nexus framework, and described it in the Nexus Guide. I presented our approach to Scaled Professional Scrum with the Nexus framework as the opening keynote at Scrum Day Europe 2015.

2016 – The Future Present of Scrum

Scrum has been around since 1995. In the spring of 2015, Ken and I discussed how “Done” was a much misunderstood and certainly undervalued purpose of Scrum. Having created some blog notes about it, I used the 21st anniversary of Scrum (2016) to make it my core speaking topic, as “The Future Present of Scrum (Are we Done yet?)”.

2017 – re-vers-ify

In 2016 I continued my journey of Scrum as an independent Scrum Caretaker. The opportunity to work with diverse organisations and teams helped me consolidate over a decade of ideas, observations and beliefs of Scrum. I realized that all ideas I had been working on before and -certainly- after 2012 were connected. I created a narrative called “re-vers-ify”, or “re-imagining your Scrum to re-vers-ify your organization”.

Too often still the organisational waste, abuse and impediments, ruthlessly highlighted by Scrum, are ignored. Meanwhile organizations grasp for rhythm, focus and simplicity. Re-vers-ify shows a positive path forward, without falsely predicting the end result.

It became my speaking topic for 2017. I presented it as the opening keynote at the first ever Scrum Day Ukraine event in Kyiv on 11 March 2017.

Since 2003 countless people have told me I limit myself by ‘just’ doing Scrum. After 14 years, still, every day is like my first day of Scrum. Every day again Scrum turns out not a limitation but a gateway to options and possibilities to help people, teams and organizations.