After the first sample chapter I took the decision not to buy this, it seemed again like most management books, self promoting waffle. (Please hang in for a second...) I’m a newly promoted manager focused on IT services within a large corporation. I believed this book to be all theory mostly applicable for CEO’s at startups. Yet I had a problem, my new team were mostly running through the motions each sprint, constantly reacting to changing dependencies with no way to articulate to senior management the mess we were in. So I came back to this book and purchased it a few weeks later. And I’m glad I did. We’re still in the early days of getting our roadmap agreed by stakeholders, but it’s been invaluable in visualising how previously we are not investing in the right areas. Our themes did not match our objectives, our customers demands were always taken verbatim and did not reflect the direction our department were moving towards. Additionally our existing tools such as jira etc in all their technical complexity do not portray this in a simple manner for management to digest, so the situation continued, reactively working on urgent stories which gave no sense of the big picture. Since presenting our roadmap I am more hopeful for change than ever, resource is being added and reallocated to our most important commitments, with senior management now backing up the team to external customers.