Brilliant framing on the red line concept. The idea that tracking what's actually enough is the crux of abundance thinking cuts through so much noise. I've seen teams spiral when every task feels equally urgent and the line between critical and nice-to-have blurs entirely. What realy helped me was explicitly budgeting 15% of sprint capacity for failed experiments so they stop feeling like theft from 'real' work.
> What realy helped me was explicitly budgeting 15% of sprint capacity for failed experiments so they stop feeling like theft from 'real' work.
I love this! And even this 15% threshold can be budgeted using this Bad/Good/Better/Best framework. It really depends on how your organization defines "the red line".
Brilliant framing on the red line concept. The idea that tracking what's actually enough is the crux of abundance thinking cuts through so much noise. I've seen teams spiral when every task feels equally urgent and the line between critical and nice-to-have blurs entirely. What realy helped me was explicitly budgeting 15% of sprint capacity for failed experiments so they stop feeling like theft from 'real' work.
Thank you!! It's something I learned from my executive coach Brian Whetten. He has a great podcast here with Scott Britton here if you're interested to learn more about Brian's work - https://blog.scottbritton.me/p/so-you-want-to-become-an-agentic.
> What realy helped me was explicitly budgeting 15% of sprint capacity for failed experiments so they stop feeling like theft from 'real' work.
I love this! And even this 15% threshold can be budgeted using this Bad/Good/Better/Best framework. It really depends on how your organization defines "the red line".