When I began working with Keurig in the fall of 2017, the group had already passed through the early phases of their transition to High Velocity Innovation. In fact, they had already transitioned most of their teams into a new organizational structure and started using Agile methods for program management. Some of their early experiments worked; others had unintended side effects. During my first visit, I spent a lot of time talking with people about what they experienced so far and worked to develop a plan that would pull them the rest of the way into full adoption.

Since I started working with Rapid Learning Cycles in 2010, I had been down this path with more than a dozen other companies, including ...

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