AA258 - AI Is Supercharging the Feature Factory (New 2026 Report)

So today arguing agile, we're talking about a brand report from scrum dot org. Almost 300 Agiles in 20 countries. They were asked about using .I. at work and single more quoted line. whole reporter was not. He is going to take job might cut some cell parking over. took her jobs. It was. That practitioners are afraid that is becoming quote a supercharged way into the feature factory. So did spend 10 years escaping? bell dropped just to just, just. Strap a rocket to. Get back into. that I'm hearing right now? I guess [UM] you look, well, Melissa Perry wrote book 2018 escaping World Trap. And so, we're talking about this and we'll just simply accelerating rather than escaping to read Bill Trapp. I. Enjoyed because as. know, on. podcast, you can't now you. Can't disparage. Willis Perry. We. Know. knew know that's that's the. thing it, that trappers, I understand. Was always System. I, I, did I did read They're awarded chipping features regardless of whether anyone needed those futures and hence the feature factory. And now we're headed back towards that. That's what people are concerned about this report. In that is We're talk about. Awesome. Oh, welcome back to Arguing Agile. this. Your first time. Welcome. podcast I'm your host product manager Brian Orlando. And this my co -host, Enterprise Business Agility Consultant and The Marquis of the. Ooh, Mr. Ompato, there's first. All right. congratulations. You're now landed mean, welcome everybody. And please don't forget like subscribe. Where all? slides. Oh, there they are. How come don't have slides OK? There go. Slides for everybody. I'm the. Oprah Of Slights today, so by. end episode. you'll. Understand why 83 percent of practitioners. From Report use .I. but only 55 percent. them spend less than 10 percent. time with it. Less Ten per cent. Or less, actually. And then you'll also understand why. The two point seven five threat score on a scale scale of, of Likert it's gala scale. was zero zero six six based. questions are what that really means in terms. report we're going to. Because seems it's middling two point seven five. Certainly three be. Themiddle. It's little less Also, we're explain that lukewarm statistic. And then[UH]the last one is going. talk about tests. That you are goingto use. No. Is your company and or team escaping the build trap Or charging The The Build build Trap? trap. I I just just did did thing with with title title the. the. This This is [UH] See, See, it's it's in. in thing. It's oh no. Speaking. which speaking which. That brings us to. first category [UM] Number one. Melissa Perry's thesis in 2018 was most product orgs[UH] this is back before market segmentation of product. Operating model. Right project. The project works are trapped. In cycle of. Shipping outputs. That nobody needs because system rewards activity over outcomes. And, and you know, what's nice about this is here are. couple years later it's solved. solved. Nobody, nobody just jams out stuff anymore without regard customer actually needs or not. That's what we're saying. Thank goodness 8 years. After that book. Yes, yes. Eight Years later, we really haven't progressed anyway. We did episode on escaping bill trap back 2024 In arguing agile, six five [UH] which was released on. May 22nd, 2024 we did are do one 65 titled Escaping the Feature Factory? We talked about unlearning bad habits to advance your career. The feature factory mindset how long was Forty minutes. minutes. podcast podcast was. was So so pretty. pretty, pretty. Pretty, Pretty pretty short short for for us. think. Yeah. To the point. And one thing. said. that, because it's stuck with. mean, when I. Reviewed it, it. going Going to this this bucket, podcast, was, was there's there's no no room room for for your your anti and I quote. quote, There's No Room For Your Emotions. In the feature factory, you're just cog in machine. Which is, which was. Prophetic. prophetic. that knowing. knowing. The In past past that, not not over of year year ago ago that. that Two two years. That this. Oh yeah. Yeah. years ago. almost two. Years do the. Day that. This study was. Going be run run and and find. find The that exact exact result. result, which Which we're we're going gonna get into that. Exact sentiment made waves in this report actually. it's one main two things going. into. this. Yeah, the scrum dot org report says that Agilis concern. These cogs are. Getting faster. That was, that, was concern. one the concerns. OK, and we'll go into So I'm here I, I will tell you I.I really wanted. put most perry's face over Obi says. But I couldn't find a, Couldn't. Find an image most period like we want. that angle. Yelling. Yeah, yeah Yeah. So So anymore, need more. Moose Most Barry, very. you you see see this, this. I. Need Need an. an image Image. of you. Yelling like Obi Wan to put yeah. Right. You can just trip it dost directly. the study, want hit you with steel man right away. Sure. Do man? [UH] in. report, believe are, believe, is 73 percent numbers from the. Report check have check that. But ships significantly faster than people without ship. That's, that's what they're, what? They're saying. reporter, even repoor, doesn't necessarily it might be thisthis report. I don't remember the number. From So it. Might different Maybe different. might. Different step Got. But actually ships significantly faster. Number one, number two. output is discovery. right. That's something will hear line. [UH] hey if you're outputting fast. You can send many Vips too. Many customers You're doing. Discover by shipping. Therefore, I understand. It's like, listen, have Use like two three leaps. get your point. this is bad point [UH] I also put myself the customer's shoes and say, how many MVPs do i want test for my provider who should be doing testing. Right? There's lot there. But yeah, definitely this is what you're seeing out there faster fast or shape ship ship. And then, Last point here Yeah. Other one here. read is well most Melissa period Perry wrote wrote that, that but book between 2018 pre pre a .i. .I. era. era in. 2018. So is it even relevant? the era? Yeah, there's a, this always one those things. comes back with fundamentals. Right? It's still relevant today, So we'll deep dove. think little bit on this. Probably not lot. But just spoiler alert fundamentals are always true. Right? It's in the word fundamentals you're Exactly. can't spell fundamentals. Without a few This is like all these people who do that. Right? All the people. Let's say actually he's dead. But it. it is? Is it? Is, isn't even even wounded. wounded A fundamentals will never go away. Probably fundamentally working with customers, building that trust. And one way to not do that, keep shipping things over wall say try this. know, like that. Try this new thing. Come on Know they'll get exhausted pretty quickly. right. Yeah, ships. I'm going to put the first bullets together because kind are. Yes, same arguing point. think a A. I. Ships faster and shipping is all really need. Don't need spend much time talking people. do whatever. Just ship them good working software. Like that's what you, I just Anyway, the like, I mean know me[UM] anything. co-ops like. Agile fundamentals and tries to twist them into an argument. I. Love those of my favorites. Those favorite. they're easy knock over, but they are. My favorites for obvious reasons. Right? Because they. Portrayed by psychopaths. putting that aside the opinion of Steelman, like we're saying, a, if the, i reclaims time. If you read this study and again, I'm trying keep this. under hour. So I'm paraphrase lot of study. I will try to. Link it. And very bad linking things. Also, I'll remind you also Stephen Walpers has it the. In have to? Subscribe. To get the. Study. The full study. Yeah, I mean, they are, guess, depressing is on [UH] scrum dot org. And then, he then does request you. what you. Find Surveys, most people are finding that .I. reclaims. It's The people save via the. Reclamation of time, automation Tasks are mainly from a admin style. style. So it's you a, you know, know, cream cream drafts, drafts, summarizations, summarizations, documentation, that kind thing. And Perry, most Peri calls it non-creative work. Right? what you're saying is as accelerating your work but what. We're finding from surveys is As accelerating. The non -creative work though. That should, that should mean you have more time for the. Creative work, most time. discovery but what I have heard. That now what's being pedaled. What's peddled is, you don't need do bunch discovery. You're your product. People should be building and shipping. And Now we're going like build it into the We're gonna build. Into your [UM] Interviews and. Whatnot. We got a ship better than all.M. candidates are their shipping shipping. even It's even worse worse than. than that. In some some cases. cases, The the interviews. interviews Entail entail the, product people that are being interviewed building something right there. Something small. So I, personally, I think that, this idea that building and development were the bottleneck the. Right now everyone can build very fast. fast. so the bottleneck that's gone gone away. away. Does Does mean that mean we're delivering value faster to customers? I personally feel like we've simply moved [UH] bottleneck instead of removing it from building or developing into the product side. how's doing? Discovery. Doing the, you know readouts. Or did it? And where Neededto. anyone even using this? Does anybody care? We're not doing that. And premise is to point, if you're removing them mechanistic things because they I can help with that, it should free up to do all those other things. But then question is, why noment I have two statements. One them is be slightly incendiary. Other one is. Not at all. Okay, well, there's none the area. Is for anyone who's ever read Goldratt, know, everyone's read. goal. Anyone understands damming. You're going now that all you're really can do is. Move bottlenecks around until. get bottom like that, you're OK with that. Or whether the cost. not justified. Your really? Move in. Bottle next round. Yeah, yeah, know, know. especially Especially in in organizations organizations where where you. you Don't don't have. have, I'm I'm going going use Use. word authority, change. The real problems. The. Leadership level, you. I this, that the. whole Whole system system level level probrems, problems. You. You Don't. don't Have. have That that authority at that. Like, you really can only kind move deck chairs around. And mean on titanic. Yeah, yeah. Really fix problem. So that's one. That's my less incendiary take. By the. m my. More incentive to take Speed Speed Coding codding is was. never The problem Problem. Most most product product managers managers are are out out there doing the. Twenty, we're doing. Paredes principle. But in reverse Where they want be like 80 percent. That's they. Build is garbage and nobody uses it. And they. You know They just can't overcome that mountain. Yeah, that. They, don't kNow why. Don't they? Know, they're saying, oh, we're blame on the engineers. Well, cool great kid. Now you're in. engineer now. You build everything. Can you overcome that mountain? a bit. still can't and even they. Could, 're gonna get buried maintenance bunch stuff. That's not what Melissa Perry was talking about. So I got two hot takes, one them, slightly hottier hard hear how it How it's a, word. It's your heart take and neither them great. But they, they both like tell you like, as we're claiming busy work. And if you're never allowed do the, the. actual discovery work that most people talking about thebook. In the? First place I mean, know. What do. With your free time, guess maybe take break smoke them you've got them. Yeah, go play golf yeah, think one the. You have look at today is how are product people being incentivized and measured. don't like that word, but whatever. Right [UH] Is it too really satisfy those customer needs or. It's simply saying, the tools are easier. We no longer have to depend on development for these delays and model decks or what. Have you wished your point? Yeah, they were never real because yeah, 80 percent the features that we're delivered were. Never used anyway. So where they? Now we are. these people there Lab by themselves. They're staring at five screens, they've got all these agents up there, doing stuff with A .I. Ultimately, are moving Needle With your customer? That's the. Question. The. Funnypart about this in my current life as a business founder is you're not talking customers. You're marketing and positioning yourself. And you've got your 15 agents whatever. Like get my .office. You're hope. And you feel like. Busy because you've. A bunch. screens open Whatever and you. Jam their code. whatever. But right. Not. Helping [UH] trust me. I'm living this life now. Like all features theworld. None them bring any new sales. And it's us back on track. build trap. That most praise talking about is systemic. It's a system. And Is tool? OK, but don't like this of trap system. And [UH] as tool and systems eat tools all whole day. Yeah. All they everyday could agree more. Absolutely. if are in. A if. You're. company where. We're stuck. build trap. And now introduce .I. which helps Jam out features faster. Congratulations. Like your only going. get stuck deeper in that build trap, jamming out more most futures basically your reward for a good feature jammed out. On time. And budget is going. be be a a dozen more in line after that. Prioritize. Right. For towork on. Yeah. And then some the unhealthy organs. This ishow you're measured [UH] know, many features he stamp out? Get them over the. finish line though, the. The learn -by -shipping point. I think there some. There is. Some credence to the, I will say learn buy shipping but only if you're like shipping, lot. And you have some sort of built time to learn many podcasts ago. We talked about. You ship something. And then. Some kind of like after action where you. Ask did it fit the customer's need? Did their customer [UH] hit whatever outcome were looking for via that feature. So basically you're checking in like you know In the Kanban board of like, do doing done. You to. Like, deploy customer. But Don't It's done until after you've gone through a validated that this solved the pain point Yeah, and then you go to that. And in that, podcast, remember we said nobody ever does Nobody. OK, so I'm saying I'll agree with. This one Learn by shipping. If you have like a Kanban swim lay come on column that says time put aside for learning or validating or. Whatever and then youyou do that. And then. Then I'll go with you. this one but that requires. You redesign a bit of your workflow to suit the [UH] like force acceleration tool. Like you're not escaping anything that point because can do Same thing. I've just said. Not add column and keep speeding through. to, to line. The quote done line were Haven't validated anything. You just turn it in. Check your boxes. And said you're done. I think in today's environment with .I. being able to churn out features faster, you're less likely to. Have that on call them dimension because you, know, can pull pull out. out three. three. New Features features. by. By The time you get that feedback from customer and all that, it was never done to begin with prior to. So A .I. so it's it's less less likely likely to. to, don't don't know know. I feel feel just just because because of the throughput that gives you. So you end up. Just shipping more. Shipping faster except for that. Learn through shipping. But because. Donactually take the time to learn. Well, nobody does. mean, was again, did whole I. Should really take. second. Find. podcast. did. That. But yeah. For all. all know, know. did 165 65, but. but Nobody. nobody does Does it. that. shops that are pure product operating model very rarely, you do what we're talking about.[UH] Before. next sprint, we're talk about takeaway, let's tell about. Before, expert You want Ask, hey, if, are you? If I cuts our delivery time by 30 percent or 70 percent, whatever number is. What specifically are we going do with that recovered? Thirty percent. Because I've tell you, if the. There you're going. more stories. They're getting fix. More bugs. You're gonna these off books, refactors whatever refactoring items Whatever can tell you. Your, your supercharging. The feature factory this point. indeed you're not. Not doing that. no no, quote, pulling Melissa Perry. this, that's now a thing I think but you're doing, if, are take time and have this this extra extra validation validation step, step I was was talking talking about. about. If If we can can take. take that time. time and And spend spend more time. Talking customers Or, most times sitting down with maybe your internal stakeholders, department heads, what they? Tell them why youyou can't do a certain thing or why. You know what need Happen. To to, Do their thing. basically more aligning. That's what I guess I'm saying. know, moral alignment. If just spend all your time doing alignment and quote say no. Right. when right great, great. Great. That's good idea. Or, or what else be cool? more time spent traveling your customers are in meetings across customer, zoo know, zoo meetings. meetings, whatever, Whatever, whatever. whatever you. Yeah, Yeah, yeah. Then then that's that's great great. that if were other time going, more times spent making customers happy. That's the. Time's going. Great. Your time. Is a project manager hands you more tasks from work breakdown. And that's where you're like. You are just simply accelerating that point. Yeah, yeah. Not escaping. Accelerating The drain in the toilet. Circling be going clockwise or counterclockwise, depending on where so what is your actual work doing with the time that you're saving from me? you. Doing more discovery. know, most features. Let us in the comments. And The next thing that we're talk about is the, Number one item report that. That flips what. You thought practitioners were afraid of and it. Explains that that's not what practitioner We're actually afraid. so they're. Report asksks practitioners how threatened they feel by A .I. in a zero to six it scales. Zero being no threat at all. Six Being it's danger zone. Like Kenny Loggins. And then the average was two point seven five. Just bit low of the, the. The three point, midpoint. Right. But could say almost middle, right? Yeah. Yeah, yeah. very middling. That's what I'm say So that headlin wasn't about the. Practitioners panicking. Right so. when you. When we actually read. report what we're Find is the. Report kind outlines this, hey, were taken on A.I. but sort Like at the expense of, deep competence and expertize because we're kind of. Using it. Yeah, it's kind. Like knocking off little things that kinda stuff. But that's very different than likelike what hear from [UH] the Dario's and the. same Jeopardy! Albert's Well, like, it's very. Different though. these people screaming about how is to take everything else Like these folks using it to, like, do meeting summaries and notes yeah. Yeah. There's a lot hype out there about. doom and. Gloom of, know, the, The upcoming wave of AI replacing humans basically. And it's interesting. This particular finding in that report to me was very interesting because I did expect this a Likert scale. be more on. other side, like. More. the. Scoring mode, say Left. left. And And it it didn't. didn't. Right. Right. Which Which is is intersting interesting because. because It's it's OK, OK, if if people feel this way across a plethora of different industries, et cetera, sizes companies on, on. maybe Maybe there's there's something something else. else, Maybe. maybe. There's There's a. a Different different problem problem than. than the one one that's being bandied about out there nauseam in In social media. I think so. So send now along? steel man. So two point seven five one[UH] zero six scale. Hey, this fine. Whereas where's my dog me? will find stop. Stop stop catastrophizing Catastrophizing. I'll say it so that you don't have to see it. That's I did that. Solid for you. like that's defining a good word I Like like it, it. Only only allowed lot one one use. use. That's right. And then [UH] listen reflection. Reflexion is. a luxury luxury. home. Oh, It's it's lucky lucky you you had got to to stop stop do it. To our retrospective every spring whatever. my goodness, home an hour -and -a -half. Can't we cut that down to? A half hours. hour. I have,-hour? Sorry, what you some flashbacks happening. yeah, And then values anxiety of, oh, now this to, how this. gonna go like that. That kind thing has come out from this. Yeah Because they ranked all the high, medium, low. Tha Thakasa of. How kind. Like road's or potentially could arode agil values like can see lot executives seeing that and couching it as well. That just sounds like. Resistance change. You need to. learn how your job in the world [UM] This is one those accelerant that they've found with A.I. now. the. For To basically fuel what they were already using this thing the past. Right You know, just get back your keyboard and turn out features. Oh, you don't need be talking about these things. There's many meetings, right? All that stuff. Yeah, hands on keyboard. Exactly. know, ship or die. mean, that's yeah. If this if these executives are pushing for that. You you really really are. are Circling. circling, Believe believe not. it's. I'm going Take steel here. Yeah, yeah. Its unfaird depending on executives. Because the. first only hundred people Measured. So That's not lot. people. Small sample size. But the, but the [UM] managers here when I say managers, Imean like the. People runs small medium businesses know, legal version of of managers or like. Directors under people have budget. That's I'm saying. People have. But I people, this is all they've been fed for everywhere. Yeah. For two full years, it has taken over. just be, Just reject it out hand. Sure. As usual, sure. So there is a, don't want Stop short. calling calling it fear hook. Because genuinely transformative tool. Tool. But again, just like last category that ended with is if you're not, you have idea what your workflow entails. You're [UH] specialists workfl because again, we, know as many times talk about on podcast. The typical modern manager only stays organization two That's not enough get full deep familiarity, domain familiarity. Yeah. To understand how all business operations are supposed So from their perspective, like kind understand understand. The that If the. Foam was. Working Them, I'd kind. understand. Why. phone. on. Yeah, think also what did you say? Yes. And they not least go, no, because yes, then goes right my head. As you. Kw. Yeah not least coupable are the purveyors of these .I. tools that are. You. Know, basically saying buy at all. So they don't lose you. Basically right. mean I'm phrasing. But listen, Sam Altman, he's every week. That guy shows out. He's like showing up outside bars. Matt, these hey, you're buy my tool. make some omen. Come on. You need comit down. OK, finance and it's very weird. I've him I'm like Fintech. Don't leave alone. That's right. the, the main source this. One is page 18. Oh, We're we're He's looking man in gonna take a quick look. I'm. To duplicate it so can here. We are take. look at Page eighteen. rather trying anything funky. me just put in the middle green here with with us. us. Yeah, Yeah, Sam Jippity. right. here go. So page 18 about concerns. And the. Middle score, what I would, what, would proposition here. And now, i can't talk about propositioning. Right after About Sam Allman, but from section of. That asked, you have any concerns about his role in agile work? And if please elaborate. In his. Number one in. very frequently mentioned category was the erosion of agile values and principles. And it reads, and, quote, you express concern that may conflict with core agile values such collaboration, transparency, and human judgment. There is apprehension. That efficiency gains could come at the cost of reflection. Learning in meaningful interaction. And he notes the core concern is [UH] I may optimize delivery while weakening. The spirit of agility. sorry. Sorry. That's what Wanted show, show. Yeah. So me minimize this so can actually read. That wanted read that one out loud because I. Feel it's a good, It's good counterpoint. To thesteel man that we talked about before. Right. About, oh, value. The value of anxiety. Oh, that's just. That's. Just the. Resistance Yeah, Change that's just resistance change from one perspective but also, like I, I understand that would ask somebody who's saying that is reflection even allowed in your organization? Do you ever allow people to stop and ask, hey, we doing the right thing? we're doing. know. The best thing the. Customer We anything that's hurt somebody because those kind of. Those. Kind of, I would expect at the, where you're throwing these these steel steel men men points points me. Me, You're probably that [UH] person worked before was saying what were you bothering with? What do you? That's right. got smart people ask those questions, Brian. Get off my lawn. Yeah. And also, you. We said ship 50 features we. So what's problem? right. I keep doing we're doing. You were great. Nobody has yeah. Yeah. far reflection goes, forget about it. Ain't really time for that. Which doesn't continue. I told everything's great. Exactly. Yeah, yeah. Oh my God. is painful because surreal goes deep. deep. It It is. is The deep agile 165 had a section where we talked about feature factory it discourages time to reflect. we're talking planning this one. I was going super deep Ridiculous. It's even deeper this. One because I'm saying, it at every, every feature factory adjacent company slash team I've ever been at. They always find time to try undercut retro. they Always, they. it in sort of like I don't know. Like a back handed kind of like, do we really need 45 minutes retro? You sure can't get that done 15 minutes? Or now I'm in. Or, or you. Yeah, the team. 10 and you, have it two hours scheduled for. retro. you're do Two hours. Can we make that 30 minutes? like? No, no. can't. Actually. Right. did you. Know, we. Did 115 points less. Rated 15 stories. Last print with 10 developers. No. We need talk about have five things. When you throw out two systemic issues, one personnel issue, you. We Yeah. got a lot. lot Talk talk about about. and we barely have enough time lunch. Right, right. No, no, we. And like I remember going toward with people. To say. I. Need that time? what is one more hour gonna get you in a two week sprint? That, that. Everyone's already happy about committing to. Because it's over lunch anyway. What is that one hour get you? you're trying shortcut my team out of. And refusing even do this inspection, they should piece it. You're basically saying don't need it, we've reached Nirvana. That's right. We have reaches point where we're actually perfect. Perfect. Yeah. In that case, hey, good luck. Right. We're, we're we've reached perfection. No, speaking reaching perfection, Lester. Takeaways, takeaways. So the next retro, why don't we? Why Don't Ask? Hey, less Sprint. What do decide not to do? And why? If you. Get an answer or two, at least two. I'm going I've draw line if get two answers, you've got some reflection on your work as opposed to. Not getting any answers. Right? Right. Then keep you're resume updated. That's Iwas saying. Yeah, definitely. if it's typical team, you're probably not going get any answers. Let's honest. However, that's where the skill lies you bringing people into it and say, really, right Is there nothing discuss here? Are we perfect now? And somebody gonna draw courage. The unmuted speak, maybe. And, that's when can build off the top of that just bring people in. know, do things that. Don't necessarily seem like you're victim blaming, but by calling people. My name, example. Right. might say, well, picked on me or she picked. Don't do that. You can randomize it. Do a spinner wheel. Like[UH] I will afford you. There's plenty these out. On Internet. can get one. Those promote put it That's more. do this sometimes Do this. leadership believe not because I. Don't want them to anchor. conversation. Any one of. It's the. Opposite problem to. teams where one. Speaks. Yeah, everybody speaks listens. So spin a wheel. If lands on A, you know, Andrew gets Talk. Right. And if there's an Adam, he gets. first because A .D. before a end I'm not picking on anybody. The wheel is OK. But the point is, know, making people get on The camera or least you. No, unmute and speak that these are guerrilla tactics. We could probably whole podcast in Guerilla tactics. But yeah Do what takes basically. And also also, as know[UM] you bust deal. You spin Oh yes, indeed. That's. A good one. where's Tina Jeremy? Where there she is. There. is is. You. know, Know, you. you never find good Tina Turner me. need one. That's that's my problem with the. Whole Internet. Okay, sorry conspires against you. No, not none of that was on screen. Thankfully. All right. So so are you seeing a values erosion? On your agile teams if you are like drop it the comments and let us know. Exactly erosion has taken place. Because maybe it's not the form We've talked about because again, this what, how that is whole new industry. There's consultants out there. Oh, there's the. rushes on. There's all kinds old indeed So next up we're talk about the. Three numbers that sitting next. each other, they give away. whole A.I. adoption story. If know looks, it's to. 355 15 numbers. was gonna say percent because they're all percent. So should be a 3 percent, per cent. Fifteen percent. The three numbers from scrum that or report we're talk about. Oh, three. Numbers. From these scrum dot org report sitting next each other that we're to. Talk about 83 percent have access to, A .I. .I. tools. tools. Right? Right. So they they asked asked these. these Questions questions. on I'm a show and screen. screen. Do use AI tools? Either percent said yes. We're trying to. next step on. so, That Now says that. Yeah, next. what. percent of your work time. Is spent using those[UH] tools. And from zero to 10 percent of. Those respondents that answered yes Out that 83 percent, they reported, yes, use .I. tools. Fifty five percent said that the user tools, 10 percent, or less down to zero. Yep. Okay. And then, and I'm showing percentage is here Screen people who look them by Wait, it was 50 fifty five point four percent, 10 percent less, 11 25 was, 35 .6 % of participants and the remaining nine percent. Was more than 25 percent, OK? I wish have segmented that number. little bit. like 150. know, mean yeah. So out of these that's a big segmentation. The last number Iwant to, to give you. That we teased out. In in the the intro intro here here is. is Out Of all these. Only 15 percent of. People got any formal training. So I'm assuming that's out. represent number only 50 percent. but got formal training, which is funny because it lines up with our 50 per number from another podcast. Is independent research of. Stefan Walpers numbers here. Yeah. That says companies don't train more than 15 percent. think other 10 or 15. Can't remember exact number. But anyway, regardless, when the procurement department is, like, trying to, shoot off their wins to. Get there bonuses whatever. end Yeah. Or like front Company and say, look how great are. This is. Exactly. Kind numbers that would be a procurement story. Eighty three percent. Of our employees say yes, they've used the, told them, bought for them 83 percent and you're completely, computely hiding numbers of only. We only gave training 15 percent people and, and maybe those 50 per percent cent overlap overlap with with the, the 10 10 percent, percent, or or one, one one cent, percenter, two two percent. whatever, maybe don't. Overlap. five percent? know. no. There's much ambiguity these numbers. Like it's real. if were to You would definitely be somewhat, I say you'd lie, but economical with the truth You, know, then can justify Right. So often they'll say if it's called upon, not so well. train 15 percent of our own people. people. Yeah Yeah. That That doesn't doesn't mean mean we tran. train Fifteen 15 percent. percent of the the 85, 85 that's that say they use all because let's face it, most companies have lot offshore resources. Oh, got offshore staplers[UH] copy paper. Yeah So they, don't train these people. Right. Why would they? Traincontractors But wait, when you have sixty five, 70 percent of your workforce as contractors, and you're not drain them. Yeah. You gonna demand, they come the table ready trained. Because they're doing that either. Guess what, because you'll won't get any takers at 20 28 bucks hour. That's right. So where does all this lead to? In the end? Seriously? I tell you where. doesn't need to. And that is steel man they're going say, listen [UM] and stand you're saying, but listening early adoption curves always look like this. Right? This is like. earlier doctors catch on. It's very small segment. then other, you know, other folks folks touch catch on on and and the. know Laggards laggards are are at always last last whatever. This is basic crossing of Kazim [UM] get off your high horses. It's crossing has then. Then they'll say, I'm as As a the tool's tools mature. mature and And as. as the. Domain The business business domain of A .I. Whatever means, matures this gap will close naturally. Right. And then, and then the final point here, which feel is, is pretty good point. point, Which which it it kind kind same same as as Point point Number number One, one. across crossing Chasm chasm Point, point. Is Is this fifty five percent with adoption number which is like 55 percent your employees or within the whatever 83 percent. Whatever that number. It's because can't statistics. Don't worry. They're not real That is, Even bar is. They will justify adoptions using any number different types. statistics. Right. That's the. Problem. numbers are designed to essentially justify. Other side.The equation, which is the, answer. question. know, we're investing so much A .I. Where's our ROI All these people are using it. Okay. They're use it with what. The question still doesn't get answered, right? Oh, where's the ROI? It's hard question answer as stand today recording this. The ROI is not there by any stretch Imagination. And we've done another podcast about this[UH] like there just not there. Yeah, nobody's finding it. Nobody really, lobbying for it so I have another. Slide here. We'll touch on very quickly because thinkwe've made point this category. have Walpers. He undercuts. The main steel man point. That already throw from out. Because says listen, access without competence It's a. Very shallow. Adoption, regardless of whatever curve you're in shallow understanding slash mastery regardless of the curve here. Yeah, it's really just saying hey we're doing something. That's all is like there's no impact. Is that flag? They're flying. We're. Doing some thing. Exactly. Because it's bandwagon. The main shall not be left off this train. This[UH] I trade. So yeah, you know, we trained whopping 15 percent. Right. And he won't see the fifteen in those press releases. You'll see number. We train thousand people. Right. But that's only 15 % of their staff, right? Right, but that also looks more impressive. So that, what see majority of people people there that are using, using A they're .I. they're only only using. using like like 10 10 percent percent of. time basically know, 55 percent, meaning they've woven it. Into without being able to ask them and go deeper on that. Fifty five percent. I'm really guessing here. But guess they're using it as like supplementary because again, in this study which we're not like. Not the whole podcast could adjust just specifically been going over the questionnaire and every single response because there are good responses here. But The majority. take two seconds Becauseit might be important the here because. does, he does list the. Percentage that people are using it. And the, The way people. Using it, Just me. Take two. Seven percent. People are. Using it. Let me, goto wide angle. Sorry. Are seeing it too Seventy three points. Too much pressure. Seventy three. seven percent. are using Seventy three point. it to quote increase productivity. Seventy one percent. Are you think it's reduced cognitive load? And 71 percent? Are? Well, all seventy. Seventy they're they're all cent. percent. They're They're always always there. there Using using. it. Using it You're for using. for a greater focus. A five point seven percent better decision making which is ranked second. second. Anyway, Anyway, the the what what was was looking looking for. for here here was. was. What people are using for. Is to accelerate like their admin work. That, that number that. I'm looking for. can't, don't know Find it. here did see earlier, one we earlier points. points. It's, It's, it's it's in it is here. here About. about Yeah The most widely used tool categories are project management tools with features. Forty seven, forty five point seven percent collaboration platforms, thirty four point. Percent what do know. clever collaborative platform exactly is. It's like meeting Google Maid or well ,Well meeting, meeting assistants are 33 point. Those are. taking A .I. Oh, OK. OK, right. Right. So again, a project management tools, collaboration platforms and meeting assistance. Those all. And then coding assistance is 32 percent. The other things that are majority, they all scream admin work. You're, your passing off the .I. The writing of emails. They're writing. meeting notes, they're following up stakeholder communication. That kind of, like and also know, Jira. Right? It's, it's all your admin busy work in here. So these people that. saying 55 percent of their respondents. That use .I. are. Saying they're using For busy to accelerate their busywork. To, To basically send their. Busy work out the past year over here. So I'll source it. Yeah, yeah. They're outsourcing into AI. Right? There's two robotic slaves. That's we're saying podcast The so more than 50 percent. Like there's a, this, this uncertainty that you've not redesigned your workflow processes around these [UH] tools. Like. like The the. early In 90s the, in. Early early 2000s, thousands, used used call call this this business process improvement. Yeah. They should be name for. and used. it's something consulting industry. And you. Know. was. industry each. Because was, I, was. A logistics firm early thousands said, well, we're not for where business process improvement firm. Who happens to specialize in? Logistics. I, oh, sounds like. Sounds like we write logistics software there, son. Step aside but was big back the. the 90s, thing. it's nobody is saying their business process improvement anymore. Right. But that's, it's got strong, strong echoes of this kind of. Stuff back in the day was a business. Process reengineering. are refactoring everything you're doing. Right? whole value chain stuff. point here is we're not, are. doing that. Doing that say we've got this new transformative technology. Now need to take your workflows, really understand them end-to -end and redesign them. To put at heart them, And then really, don't like. human touch points will be making sure that outputs are not garbage. You know, because again, get this whole determinative determinate of whatever, you Know. Probabilistic probabilistic and probabilistic. Yeah, Yeah. Yeah. That's And that, that's the, the, the people would come into it But no, we're not doing that. That's. Not what this does. Not what's being pitched by the. Two providers, you kn and it's also also not That's what's being consumed by. The CEOs People buying or spending money on their tools what saying. Yeah, mean, most organizations that say they're adapting aren't aren't really adopting it. As much as just installing it, letting people get access to these tools. where hear that? Letting them go. Exactly right. Right. So So this this is is flashback flashback to. to the old old agile agile ways. ways, right can't, can install Agile. that's what we've seen fail before. Digital transformation. Before Yeah, exactly right? this, like the same save all again. Right? We haven't seemed to have learned from our know, misfortunes old. I'll just say, oh, sounds You're not player. That's what I'm here and over here. I was I've saying that, that circular door. we'll see though this particular study that. They did. As far as an experiment design is ned, this is actually quite lacking, I'd say, because they didn't really go down to the level where you can get inference and meaningful data. I mean, some the data is obscured by having those bands. Right But Iwould have liked to see more mode bigger. Yes. A. Biggersize, not just three hundred or just. Yeah, you know [UH]I agree on that one [UH]Like the larger, especially from Stephen Walpers. Imean he really could cast wide wide net he, really, wanted to. Right think the fact that he. He probably has day job and probably. Nighttime job. And he's this well. Like trying to how knowing him at Just saying you're gonna give leg up. Try to. You'll get up the scrum that. I mean, listen, need a. need. look Stirrup something. Something like. Up some of bone or. To throw in their way I'm saying. But yeah, I am kind shocked that didn't get, know, 3000 people to respond. survey said hundred, again, I have same outlook There's a. Great survey for him have. Done. can't really knock on him. Exactly. However, however. She would've sitting on. I. She would've partnered with three four more people. Sure. To try extend that instead 300, send it a thousand. You know, that. It would, been better. better, More more comprehensive. comprehensive. The, The the other other issue like maybe didn't know what to ask. don't. What his background is. Is he's agilist. Yeah. Having worked intersecting to government space, you work with lot Ph.D. s. Sure. And you. Work PhDs, they see studies stuff like this. You. Know, questionnaires like. With the Likert scale. Yeah. And they really dig into it about. methodology. Sure. Method is very important. before. even will read report. To take Seriously, they. Want to read. methopology section. To ensure that are doing serious work. You're a. Serious person. Doing serious. Work. This is different than scientific work was where papers are. know, published. So I have. What I'm saying is, what his background as is meaning. meaning. Like I. Don't. don't Know know. How how deep deep he he is. with regard to running long term longitudinal studies on important topics. I. No, but maybe what learned here sets him up future to run broader, more far reaching studies. And that I support because again, it's like there's lack serious people doing this kind. research. Absolutely. Yeah It does We're here and it's be very simple. I'm going. To say I Ask who benefits from adoption of this tool, especially case where we're like slow and low. With the. Where we see five percent of. employees are using the tool. But I know there's 55 percent. They're using. Between zero and 10 percent, he's saying fifty five percent people, are using it. Eight hours. You know, two period or less. So very little time is what hearing. Right? mean, you are that's like basically just noodling with tool. Getting your meeting notes and maybe Ali tiny tiny bit experimentation. yeah, quote unquote, playing with it. Yeah, I mean, role play in role. That's I'm saying yeah. Exactly. And part is underpinned by the. Fact that, know, these people that.'re asking them to adopt these. A .I. tools and techniques. They'll say, but we lack training. Oh, we'll go back That again. Right? So 15 percent have been trained. The rest them, they do? They expected to learn their own time and on they're own. Time. That's not very good. the answer is yes. I understand. understand. It's, It's it's. not Very very good good because because you know you know, these these companies companies that say say they're first and then they turn out people or give them well that's resources. need listen the other podcast we did on this subject, yes, those employees are stressed. They are. Working extra hours. Yeah. In addition, they're doing normal job to learn these tools that the company is giving them. And the. He's not given them training, Yes, yes, they are So that's, That's a, thatsak. Great. No so the real win here would be a workflow redesign around your work processes, plus training on tools to really accelerate our workforce. when the. Company really, benefits. This would. The way They benefit But know, sadly, even in the. Because talked about, I think less than 10 percent people were doing this. Correct. Yeah, that's I call. well. That's great. And by great, Mean terrible and speaking terribly How much time In your normal job, in. Pursuit ofyou know, actually using [UH] I like be honest and knew. comments. because. Next thing we're talk about is this report and it's gonna show up on every exact slide. That says, oh, there's a seventy three point seven percent productivity gain. And it's going used the launder some layoffs. That's right. It's The Florida Car Wash of money laundering. But a label format, that's what I'm saying. speaking car washes, so the, here's the asymmetry at Hardest report, 73 .7 of practitioners from this report cite productivity gains. So that's number that, that it's real number. From reporter It's go on your company slide. It's got on. You're bored. Slide deck that gets shown here. Board. Right. Meanwhile, like the efficiency, the, cost of reflection. That's what we talked about earlier podcast. All Things they're open for comment. They're not, sentenced own. There's still been deliberated. But this number is be shown to. You're bored. And that stuff provokes anxiety. Yeah. In the agilysts. That are being queried from. This report. All right. So So I'm showing Screen The report. It's. On page 15. Says when asked about the. Benefits using A .I. in agile practices. Practitioners identify three areas. Number one, increased productivity at 73 point seven percent, number two, reduced cognitive load 70 one six percent. And and also it's Seventy One Point Six Percent greater focus. I think those two are [UM] Two sides same coin. don't Just Don't see how get it. How do get. Reduce cognitive load out of I, I? We're talking. this when we're prepping podcast. Yeah, yeah just don't see So when I. I, have four agent like windows running, each which is running some agents. And and they're all doing something that I'm waiting on. Then I'd thethe other one while wait. You know, the. just like I've context switching and. No, on contacts, which ing, but because I, you not actively engage with any one.of them. I don't feel like, whereas if I. an office with. four windows open, texting or doing whatever, I'd be freaking out. But because they are, everything's fine. It's all fun. Yeah, yeah. that. But can we talk about the. Steelman listen productivity [UM] Can be measured. Okay. The erosion of values that you feel, you're concerned about. That's just vibes. But also the cognitive reduction in cognitive low that. You point seventy one. just. out that, by theway, I don't feel it's true That. Implies that. do have time for reflection or at least we're clearing time from your schedule to make time. For reflection. Yeah, think lot times when they say things know, productivity can be measured. If you've really peeled la back, you'll find there's different, different ways measuring productivity where[UH] end result yields what you're reallylooking for First place So it's not as sacrosanct is it made out to be here. You know, the, The word productivity hides plethora things. Yeah, efficiency and things like that. And masks plethora things, well like. OK, efficiency is fine. We understand that machines work faster. What about effectiveness? Right? How you measure that? You becoming more effective because you're adopting [UH] I know. That that gets gets mentioned mentioned here. here. Erosion Erosional of values being just fibes. These are typically people that. Really, don't buy into the values. First place. Because all want you do is just. Keepmore features [UH] worrying about the cultural side things or as your values and principles. Let me say yes. And yeah, me. Say yes because because now turn I out. I've have a couple couple things. things pile pylon on I'm just, just, I'm know, I've just. Just just piling piling on on. this point, podcast. That's what I. Doing The exact position here, i do respect the. Executive executive Position position here. here. Listen, Listen, show show me me the? the Reflection reflection data. data. Oh, Oh wait. wait, you can't the executives say, hey, until you show me real data about what reflection does for my business versus. Just building faster, I going follow the 73 percent 73 .7 cent people on this study that say when got, yeah, So much fasterer that. Because that's a, a tangible fit And before you had .I. here, they would follow whatever project manager put out. sick whatever. You know, whoever else gave them number on paper and had. goal to write down. And said, look at my statistic. Isn't So great. Whatever consultants said. You know, My transformation makes team X percent faster. Yeah, yeah, they were sold all that. mean, look improvements from reflection take some time to, to come about. Right. And those execs be gone then. That's just reality. So that's why don't care. It's beyond their vision at this stage. So, a two. There's too. one two punch. What's happening Yeah. Perceived benefit with like a very thin veneer of. Statistics over it. Perceived. Benefit plus FOMO driven rollout. A new technology that you got to have. Got have all the news media is talking about going Have this new. Think you're going. have, the. The slap chop or whatever it was Doyou remember that you, want, if youwant to argue that time to. Reflect, I'm too sync with customers. Talk about we really solve problem. To go deep. Right? actually. Go visit customers on site. See their work before after. If argue that That time Boy, you're like youying right now, I hope it's. Not controversial. Controversial. Conspiracy. I. Hope he's hot controversial but[UH] nobody knows measure that. nobody has figured. This measurement of when we don't pay attention customers. Here's what looks like. When we. Pay attention. customers, here's benefit. Yeah, there's no real easy way to see that. Right. But know, attrition retention. can look at those things and add on sales cetera cetera. But but yeah, yeah, you're you're extending. extending at that that point point anyway. anyway, Either either in either case extending. So it's not clear. correct. Absolutely there aren't other things youcan measure. measeure when you. When your reduction force happens. You're doing your. Team quote rate sizing You know, your, Your productivity gains versus you. loss of business capabilities. When that. Happens you lose team members. You try to when you're your CTO, read some Silicon Valley blog and says the right. The right size is one product manager two point zero five engineer opposed a previous one. Product manager. To like eight engineers. And then start cutting team. You need measure before after. OK. And again, hopefully it's in. It's an Measurement that is directly impacting customer, not some kind intermediary, which we may main. have a podcast up and coming about product outcomes there. Negative, negative takes unintended consequences. listen, as I don't to. Don't Undermine A Potentially Future Podcast That May Have. But I would like say one thing I. To point out is in the future, if you do something look, cut team down Like from eight people, downtil two people. You You might may not not see see. Like if you're on the assembly line and you fire. guy that pulls leavers. So, like, slowly, someone speed it up or whatever. If You fire had that guy I'd because be you're like. I'll just let let the. workers It's figure figured out. out. Right. Right? And then you know, it's day or two goes by like look, there's no slowdown. No problem. whatever. Until but like. Six go by you're like, wait minute. Like without, without that person controlling the speed. And I kind watching the, know, the. The speed which people working Everything kind goes haywire. Yeah You won't notice it immediately when you make the. It will take while. And And that, that that is the Same same thing thing here. here. You. You know I've. I'm Say say that, that you're if you're listening. listening. anyone citing productivity as percentage. would like you to. Politely engage with them and ask in this order, Measured. Who mesored it? And then what we planning do with that? Save time. All three which I feel are. Valuable questions. what. What. Was missued because mentioned wrong things. Like, hey, you're escaping trap over here. That's basically That whole Oh, well, it book. about number two. Who missued it? Because there's lot people trying sell you some snake oil. And you're like, Why do? need. To a. Snakeoil sellsman. About software delivery. What's happening here? Right. know, and then the last one is [UH] what are we going do all same time? if it's a, you kNow. It's Indiana Jones Temple Doom. get back work, kids. Yeah that's a, you should be. Should be questioning what's happening there as you're doing that. That resume updated. No [UH] time. I'm sorry. sorry, youwere you're tobe be like like no no time time love, love, Dr. Dr. Jones. Jones. Yes, That's right Oh dear. There's a kid driving car. productivity percentage for head count cut. If they did, let know comments because we want hear about it. So your org traded So we're gonna close this podcast out with five. Yes no questions. We love Aliste that's I'm saying. Do do this? That you're take your next stand up. can This at your. Company on Monday morning. Don't know, Monday. Morninging. a nice leisurely Wednesday so that hopefully you're there next Monday. After you ask these five questions. And These questions will let. You know whether your team is headed toward escaping bell trap or supercharging it. oh, we've spent four segments already this podcast arguing that the data report shows a super charging pattern. Hey, we're using we don't care where leads us. We just want to get there faster. Whatever we're doing. So you need tests that. can use pretty much right away your company or team without anyone's permission. Something that's not like invasive now system. I'm talking about some questions. Some things can ask people. You know, need dashboard. Yeah. Need consult[UM] you. Don't need. Pay me six twenty five dollars on the Internet for this .I. special certification. But want, mean, yeah, by my training as well. Yeah, that's right. That's great. Thanks So I'm going to put on screen here for a while dge. gotta give it At quarter. Getting some time before. No. And then, and then five questions. That's too simple. Like real orgs are are very very complicated. complicated, you'd need need sometime. some time A and a lot lot of questions, questions. And expertize, you should buy book, Oh, sign me up. up. in in lieu lieu of. That, all that, we're we're Skip skip right right? end. end. This category category I've gotten 5 questions can ask. These are team level questions, you're repeat these quarterly, track them ,Quarterly. They're honest questions. Straightforward. And in case thought was going lot discussion, this category. No, we're going. Stray into the questions right now. right. Question number one, if [UH] saves our team 10 hours this spring, you can insert the. That you'd think you're gonna save here, OK? Ten horses per person, ten hour person. Right? Then what specifically will we do at that time? We said this a couple times this. guess already. So now we're just codifying it. And we'll see codiffying that. don't say enough. Love codcod. Because my favorite. But listen, like salmon too. Okay, codifying. find is this frying card think but well look, I, here, go down are here cardiffying whenwhen, when look the answer to this question and you're coming up with, oh, well, we have saved time. can just produce more work. Yeah. Okay. That's flag. [UH] right. They are. You're now supercharging this stage because you haven't really taken time to. Look back, and see if there is purpose [UH] Is your work landing where needs be And haven't looked that. What's impact the. Right. You look. At that, you're simply saying churn out more, chanMore right. Right. Your, your leaders probably would love that did that. Because they're measuring those things too, right? So they'll just say, hey, look, we've improved. We're now putting up 58 features instead of 50 last quarter Last month whatever. so mean that's you asking hey is what we're doing important in your leadership team saying [UH]Listen[UH]Whatever. Your answer More, more. That's answer. Yeah. And that that's not that. Great. So speaking that, great. We're going question. Number two. Question number two is in Last retro, did anyone cite a decision to not ship something? So if the. answer is, no, [UH] reflection layer has gone your organization. And, and honestly, if you're this point, like I'm really,[UM] real concerned you. If are the only one asking, hey how come our product function? Is not saying no things basically. Right. Or we didn't go through this or however. don't have discovery function. Everything goes through. Delivery. To decide. You want or. Don't want. This. So we've built the thing. And only after you build thing find out no one built. maybe correct. absolutely yeah. unfortunately lot works orgs fall fall into into this this trap trap yeah, yeah, right. right. I know A lots a. Org is falling strap. When Melissa Perry wrote the. And now there's. People trying. gaslight you to. Say, oh no, The speed of delivery was always bottleneck Yes, was. Never speed. Yeah, yeah, I resolves that bottleneck. Right? That's they. Say. I. Feel like maybe AI it just removes that bottleneck but not the whole bottom and like. It just. Moves it. Just moves about. Yeah, yeah. If you should read. The goal by gold rat to understand all again. If you're only allowed change certain things your organization. You're really just moving the bottleneck around. That's right. So changen everything. Your organization[UH][UH] like the book was talking about, then you. Have shot at eliminating and really maximizing organization. What Goldrian came up with works only you have empowerment. chain. Everything great. that That's the. Point it. Okay. All right, so let's go on to. Question number three. It says, name last story closed from Discovery, not sprint scope cuts. Not delivery right here. They're correct. Right. Correct. Now none delivery. So if you, if. Discovery very, Closure closure, or or deletion deletion and and your discover Discovery step, then yeah, you're escaping bull trap. But are cutting scope during this Prince, that is that. effect of compliance no arguments there. Absolutely. But you know many people even have evidence like this, That they look back on and say, we really did kill this thing because was learned during discovery that it. Wasn't land. know, wasn't needed. Yeah, it's wild. that. This one actually is like if you're using Jira or your [UH] Or system, this one's super easy track. Sure. Super absolutely is. Yeah, I couldn't agree more. This, might not even be Astori in Alem. might, just be. idea that you can vet out. Right. And then stop it from becoming story because it's not Good story, What matters is, Youdidn't put bunch work on your engineering team. know, even you're saying, well, while my engineer team don't do much work, it was all vibe coding. like they still did work. You know, work is, it was one of five L.M. screens. They had to pay attention to, you Know things often get checked in. Same thing. deploy anyway. It's an opportunity cost. To me certainly is. Yeah, yeah. All next question. Question four. Did anyone our team inside work hours receive training this quarter? you like. My insight work. Hours it has to be there. If yes, if yes. Then hey, you're practicing this. think no. You're again telling that procurement story that. We early podcast. So you remember that? 15 percent statistic. Like those people trained. Everyone else not so. Eighty five per cent people. Not trained there. Figuring out theoretically their own time Or, or they're being left out. Completely. One of other it's Failure. are the. Other study. podcast. We keep talking about. So I'm not blaming anyone this is Stephen Walpers there's great work here. But in around two. This kind Work. Need to ask if you didn't get training. How you. To use these to. Navigate. These [UH] tools. You just figure your own in. Your nights and weekends plan. Right? Right. Because Because that's that's way way I I figured figured it. I'm out. Sure. sure my My work work did not put any time into this. Yeah, think one options there, if you're really investigating that, would be, you know, in addition to not get trained or figuring out In our own time. Or just neither those. We muddle through. Right, Well, we over got up [UH] Over again. That happens lot. find as well. All right. Because not done in the own work hours, right? People have lives. And so don't necessarily prioritize training, especially it's on their own time and that I'm [UM] last question. If we remove AI tools for one sprint, what would break? And I like this question because This question. Implies management already has half our team size. They've cut budgets, they've taken us, you know read Internet. Oh, it's zero point five engineers. Is that eight engineers every p .m. So they've cut. down to. To Piams. All sorry. They cut Do Two engineers? Yeah. From your previous six engineers eight engineers, because they're that because. They're reading HBR you're Forbes. And they're They're consuming all this, like, complete gas station hot dogs of information as their primary source [UM] Of information. And they're making budgetary decisions based off what. They're reading. news, which is total trash and now your team is. smaller. And if you were to take [UH] I away for one sprint, would you're delivery? Because again, made these decisions based on delivery. Right? made [UH] completely delivery basis. Would they be impacted without A.I. And if the answer is yes, what does say about your org and or team? Or both? Both probably. OK. Yeah mean that, that's. That's really. Like question five is really like my, my coup grace. Now I'll see who could agross often. They don't normally take [UH] action do coup grace. But when do, that's right. That's we're in the fifth ed rules of the. podcast today and[UM] like that would be. Is[UH] hey listen, why staff your teams to be. Completely reliant on these tools. I don't know, asking much. Maybe it's like. Hey, hey, these are just like tools. We'll always have access to. Why bother not staffing those tools? Yeah, dunno. It interesting see. These questions get asked and some results from this you know, so to speak. Right. That would be very revealing. think, especially it's six months or so, out for now. Because[UH] you're gonna see a veryvery changing landscape in that case. Well We went over the five question test that can use your org. Let us know. comments, how works out you. Yeah. And if you, If you're far, revisit. promised very quick we've talked. These three things. The 83 percent practitioners that use .I. but only 55 percent. Fifty five percent, spend less than 10 hours of. Time with it. We talk about. Real fear. That Agiles are looking for which is not The job loss. It's really the. Erosion of Agile values. we talked about a little five question tests. To kind of. Understand your team is Kind ahead And escaping bell trap. Or you were just super charging that old bill trapp, it will build your app at that. All right. let us know what you think about this podcast. And there no doubt any other topics you'd like to discuss specifically. Let us. About your organization, how you're adoption, organizational adaption .I. is going. And [UH] with respect to the podcast, what thoughts are as well. You can let knew [UM] in comments anonymously you'd like. But we'd love hear from you. Definitely And don't forget while you're there, like and subscribe.