Is the Lean Startup methodology dead? Peter and Dave tackle the growing criticism around MVP approaches and explore why this foundational model still has its place in modern product development.

Drawing from George Box's famous insight that "all models are wrong, but some are useful," they discuss how tools evolve but don't necessarily become obsolete. With AI making prototyping faster and cheaper than ever, the conversation explores what's changed about experimentation and what hasn't.

The hosts dig into common misapplications of Lean Startup principles, from "MVPs" that take months to build to organizations that skip the crucial feedback loops. They also explore when incremental learning isn't enough and you need those bigger strategic pivots.

Plus, they make the case for Wardley mapping as an underutilized tool for spotting step-change opportunities that incremental approaches might miss.

Key Takeaways:

• Lean thinking remains relevant: Lean Startup is still a valuable operational tool for continuous learning and incremental improvement, but it works best when properly implemented with complete feedback loops
• You need multiple models: Organizations need both incremental change capabilities (like Lean Startup) and strategic step-change tools (like Wardley mapping) to navigate complexity effectively
• AI commoditizes development, not strategy: While AI tools make prototyping easier and faster, they don't replace the need for good product thinking, user experience design, or asking the right strategic questions

Whether you're questioning your current approach to product development or looking for ways to balance tactical execution with strategic vision, this episode offers a pragmatic perspective on using the right tools for the right challenges.

Can agile teams really move fast without breaking stuff? In this episode, Dave and Peter dig into one of the biggest tensions in modern software delivery: the push for speed versus the need to manage risk.

They unpack the idea that when agile is done right, it actually helps reduce risk, not amplify it. You’ll hear stories and analogies (yep, including a messy kitchen and airplane cockpits) that bring this idea to life. Along the way, they highlight why teams that obsess over "faster delivery" often end up with systems that are, well, kind of fragile.

Whether you're navigating compliance hurdles, trying to foster psychological safety, or just figuring out how to move fast without chaos, this conversation brings a grounded, practical take on how agile and risk can work together, not against each other.

This week’s takeaways:

• Learning continuously is more powerful than just moving quickly
• Teams should feel safe to say “something doesn’t feel right”
• Focus on what’s working, not just what’s broken

Former HSBC Canada CISO Peter Buckley shares practical cybersecurity advice for small and medium enterprises. Despite having fewer resources, SMEs face the same cyber threats as large corporations, ransomware and data breaches.

Peter breaks down how organizations can manage 80% of their cyber risk through smart planning and leveraging existing tools, without requiring massive budgets or dedicated security teams. We explore how cybersecurity extends beyond technology into HR practices, organizational culture, and the power of community collaboration.

Three Key Takeaways:

1. Have a Plan: Create and regularly test an incident response plan that outlines what to do when things go wrong, who to call, and how to communicate with stakeholders.
2. Make It Collaborative: Use tabletop exercises and casual team conversations about "what if" scenarios to build risk awareness while fostering team building.
3. Build Community: Connect with industry peers to create a network of contacts you can call during a crisis and share resources with non-competing organizations.

In this episode, Dave and Peter explore why "safe bets" in business can be the riskiest moves today. They unpack the shift from long-term plans to fast, testable experiments, and why companies must embrace uncertainty to stay competitive. Topics include digital transformation pitfalls, cultural resistance to change, and the importance of alignment over tech.

Key takeaways:

• Shorter cycles are essential
• There are no safe bets anymore
• Alignment matters more than technology

For more insights, visit definitelymaybeagile.com, subscribe, and follow us on social media. Questions or feedback? Reach out at feedback@definitelymaybeagile.com.

In this episode of Definitely Maybe Agile, Peter Maddison and David Sharrock are joined by Derek Crager, a seasoned engineer turned AI entrepreneur who shares his journey from blue-collar work to building AI-powered knowledge management solutions. Derek discusses how AI is transforming workplace onboarding, knowledge transfer, and personal productivity, drawing parallels between today's AI revolution and the early days of the internet.

Derek brings a practical perspective on implementing AI in enterprise environments, focusing on his company's voice-powered AI assistant "Pocket Mentor" that helps organizations capture tribal knowledge and streamline employee onboarding. The conversation explores the challenges of extracting expertise from subject matter experts, the importance of having clear business outcomes when adopting AI, and advice for students navigating career choices in an AI-driven world.

Key Takeaways:

• Focus on Business Outcomes Over Buzzwords - Don't implement AI just to check a box or follow trends. Instead, identify specific business problems (like inefficient onboarding or knowledge retention) and then explore how AI can provide practical solutions to those challenges.
• AI Excels at Knowledge Augmentation and Accessibility - AI's greatest strength lies in making organizational knowledge instantly accessible 24/7, without judgment, and at a consistent quality level. This is particularly valuable for onboarding new employees and capturing tribal knowledge from subject matter experts before it walks out the door.
• Take Time to Learn and Evaluate Before Jumping In - The AI wave mirrors the early internet adoption curve and will continue evolving over the next 10-15 years. Organizations and individuals have time to thoughtfully evaluate AI solutions rather than rushing to adopt the first available option, emphasizing the importance of learning practical applications before implementation.

Talent acquisition remains stuck in the past while organizations have drastically evolved. "We still hire like it's 1999," explains Leandro Cartelli, CEO of Lana Talent, highlighting a critical disconnect between modern business needs and outdated hiring practices.

In this episode, Dave and Peter explore with Leandro how successful teams are built through strategic cultural assessment rather than simple skill matching. The conversation reveals the difference between "cultural fit" and "cultural add," and how one retail company reduced their 80% turnover rate by half, saving millions through targeted assessment questions.

Leandro breaks down why remote team success hinges on comprehensive onboarding (which drives 80% better retention) and intentional connection building beyond work tasks. Without deliberate efforts like virtual team activities and structured check-ins, remote work becomes "just a slogan" rather than a successful strategy.

Key Takeaways:

• Culture encompasses both fit and add - assess how candidates navigate existing dynamics while bringing fresh perspectives
• Remote work requires intentional investment - comprehensive onboarding and dedicated connection-building are non-negotiable
• Treat talent acquisition strategically - connect hiring with development plans and performance expectations for real business impact

Getting executive buy-in for transformation requires more than vision – it demands clarity about what will actually change and how success will be measured. Leaders need concrete details about what will look different in their organization, not just high-level strategy.

This episode explores balancing directive consulting with coaching. Modern transformations benefit from proven frameworks combined with coaching conversations that help leaders navigate challenges personally. We also examine measuring system change rather than just activity, understanding that progress is non-linear and involves experimentation cycles.

Key Takeaways

• Close the Vision-Reality Gap - Executives need concrete details about organizational changes, not just strategic concepts
• Blend Consulting with Coaching - Combine proven frameworks with personal coaching conversations
• Measure System Change - Focus on meaningful indicators rather than activity metrics

In this insightful episode of Definitely Maybe Agile, Shobhit, CEO and founder of Intentional Product Manager, shares his journey from engineer to McKinsey consultant to Google product manager, and now to coaching others in building fulfilling product careers. The conversation explores the challenges of breaking into product management, the critical differences between product managers and product owners, and how to demonstrate true value in an increasingly competitive field.

This week´s takeaways:

• Master the "What if I wasn't here?" question - The most powerful way for product managers to stand out is by clearly articulating what wouldn't have happened without their involvement, moving beyond just keeping engineers busy
• Prioritize product-market fit above all else - If you don't have at least 40% of customers who would "crawl to you" if you took the product away, that should be your only focus until achieved
• Balance execution with strategic thinking - Use the three horizons framework and deliberately make important long-term work urgent by creating commitments and deadlines, while leveraging AI to handle routine tasks faster