TellenzeReading Radar
Explore Agile, ways of working and practical AI for teams. Find recent articles from six sources, then follow an idea back to its author.
Read our perspectiveFor organizations facing critical structural bottlenecks or striving for radical business agility, the solution requires fundamentally reshaping how teams are organized around value delivery, managing both the complexity and the cognitive load placed on people. The core question must shift from, "Are we doing Agile right?" to, "Are we organized in a way that supports flow?".
As AI advice becomes more important, we are going to need to get better at assessing it
The second edition of Team Topologies is now available. Six years after the original publication sparked a fundamental shift in how organizations approach structure and purpose, this updated edition provides the evolved framework leaders need to navigate today's complex landscape.
The race between human-centered work and infinite PowerPoints
Agile gave us better delivery practices, but many teams still struggle with invisible friction. The real bottleneck isn't your ceremonies-it's whether your org structure actually supports fast flow. Rich Allen's final piece in the 'Why Agile Isn't Enough' series explores how outdated team boundaries and coordination overhead quietly slow delivery, and why treating structure as a design lever (not a fixed artifact) can unlock the flow your teams are capable of.
In this 2nd part of the newsletter series ‘Why Agile isn’t enough (and what’s really slowing you down), Rich Allen explores two less visible frictions, overloaded platform teams and overly collaborative operating models, that quietly slow delivery. Instead of more process, we may need better questions about how our teams are structured, how they interact, and whether we’ve designed the organisation for clarity, autonomy, and flow.
The second edition of the book Team Topologies provides vital success stories, analysis, commentary, and clarifications to help leaders plan and execute transformations in every industry sector and geography.
Many teams adopt Agile in the hope of moving faster. They introduce sprints and stand-ups, visualise the work, and improve discipline at the team level. The process brings rhythm, visibility, and a sense of progress, and yet, delivery is still slow. Work gets done, but the value takes too long to reach users. Dependencies multiply, coordination becomes a constant effort, and every step forward seems to rely on waiting for someone else. "We're doing Agile", but are we really being agile? For many organisations, introducing Agile helps make the work more visible. Teams are more aligned in how th
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