the worse, the better
The worse the situation, the greater the opportunity for meaningful change.
A crisis creates a readiness for transformation that comfort could never achieve.
A crisis reveals the truth about an organization – when everything falls apart, you can finally see where the real problems lie.
In 2019, I joined a corporation where a 200-person team had not delivered anything for 18 months. Panic, blame games, heroics. Everyone was looking for someone to blame or for a “silver bullet.” I started with questions: What’s blocking the flow? Which decisions are we making over and over again?
It turned out that 85% of the work was stuck in “almost done” status, and priorities changed every week. We introduced aging WIP reviews, flow limits, and clear classes of service. After 10 weeks – the first deliveries; after 90 days – a predictable delivery rhythm.
I look where it hurts. I don’t seek easy paths or popular solutions. A crisis is a signal that the system needs repair – and the best opportunity to make it happen. The biggest breakthroughs are born in the hardest moments, when the organization is ready for real change.
If you find yourself in such a situation, I’m here for you.
there is no simple explanation what I do in Enterprise…
for the Community:
- Official translation of Scrum@Scale Guide: scrumatscale.com
- Polish Agile Association: agile.org.pl
- 4 cycles of free Agile Coach Mentoring programs
about me
I’m a pragmatic, product-centric and value-focused Leadership Coach & Enterprise Agile Coach.
Systems-thinker, with superb record of boosting organizational effectiveness. Go-to for advanced expertise on tools and techniques.
Exceptional cross-functional liaison, challenger and catalyst for sustainable change. Scrum enthusiast, not an evangelist.
How I work
- Only real outcomes, no “coaching for the sake of coaching” – we work toward something: decisions, priorities, results. If it doesn’t translate into business value and real behaviors, we stop and change the approach.
- We start with a clear problem and hypotheses – we establish a shared language of value, outcomes, and behaviors so we can “see the same thing” faster and not lose the purpose in the tools.
- Partnering with leaders – we build leadership capacity to organize priorities, set conditions for execution, and reach decisions without politics.
Appointment – no strings attached
Zaproszenie wysłane. Odpowiem.
Frequently Asked Questions
What typical problems do I solve? Here’s a handful of example questions that often come up when working with clients. Do any of these sound familiar?
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What role does communication play in change design?
Communication is not just about informing, but about designing the change experience. Every message, meeting, and artifact must reinforce the narrative of “why this matters” and “what this means to me.” This is part of the architecture of change.
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Can we shorten lead time without adding headcount?
Yes — 60–80% of gains typically come from cutting WIP, removing blockers, and stabilizing demand intake, not from hiring. We start with flow mapping, WIP policies, and an aging WIP review; result: shorter queues, fewer context switches, faster delivery.
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How to effectively coach multicultural teams?
Yes—begin by mapping communication styles and cultural expectations. I often co-create a team “meta-language”: communication rules that respect differences while keeping collaboration effective.
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Does no-estimates forecasting make sense for executives?
It does — we use historical throughput and SLE bands to talk risk in probabilities, not wishes. Decisions get more accurate.
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How fast will predictability measurably improve?
In the first 2–4 weeks we stabilize intake and WIP policies; the first predictability gains usually appear by week 6, with firm SLE bands within 90 days.
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How do you measure if a change has been adopted?
The best measure is the persistence of new behaviors under stress. The true test is whether people revert to old habits in pressure situations – if they don’t, the change is embedded at a cultural level.