The first half of this book dealt with being agile, that is what understanding, believing, and acting is necessary to create a fertile ground for implementing agile. While it is impossible to state what percentage of possible improvement comes from the mindset of agile versus the actions of doing agile, we suspect a majority of the potential improvement, perhaps as much as two-third, comes from being agile and as little as one-third from doing agile. In other words, going through the motions without understanding and believing why you are doing so will yield far less benefit that both being and doing agile ...
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