• “Reorganizations that ignore Conway's Law, team cognitive load, and related dynamics risk acting like open heart surgery performed by a child: highly destructive.” – Matthew Skelton, Manual Pais in “Team Topologies”
• “Keep the Product Backlog clean. Backlog items age like milk, not like wine” – Agile Product Manifesto
• “When the facts change, I change my mind. What do you do, sir” – John Maynard Keynes when ask what he does when his forecast doesn't work out.
• “I'd rather have good forecasts with bad news than bad forecasts with good news.” – Bjarte Bogsnes “Implementing Beyond Budgeting”
• “It is an iron rule of history that what looks inevitable in hindsight was far from obvious at the time. Today is no different.” – Yuval Noah Harari, Sapiens
• “The first rule of organizational design is that all organizational designs are bad.” – Ben Horowitz in “The Hard Thing About Hard Things: Building A Business When There Are No Easy Answers”
• “Reorgs are … a wonderful method for creating the illusion of progress while producing confusion, inefficiency, and demoralization” – Charlton Ogburn
• “I conclude that there are two ways of constructing a software design: One way is to make it so simple that there are obviously no deficiencies and the other way is to make it so complicated that there are no obvious deficiencies. The first method is far more difficult.” - Tony Hoare in his Turing Award lecture
• “The epiphany of integration points is that they control product development. They are the leverage points to improve the system. When timing of integration points slip, the project is in trouble.” - Dantar Oosterwal, The Lean Machine

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