Roland Barthes wrote that the centre of Tokyo is occupied by a void...it is a quiet forest that lies at Tokyo's heart.
...The centre of Tokyo is certainly a void, but one that is protected by a circular train line, the Yamanote, which forms a 40-km (25-mile) loop around it. It seems to me that this ring of steel emphasizes the importance of the void, and the depth of its significance.
This is the first site along the tour. In here we have a void. I remember the building that used to stand here, it was painted blue. Passing through it, you can imagine how us, as ghosts – should the building be standing here – would have to actually be invisible to pass through these walls and now it’s the reverse. The building is the ghost and we’re passing through these walls.
Japanese music is above all a music of reticence, of atmosphere. When recorded, or amplified by a loudspeaker, the greater part of its charm is lost. In conversation, too, we prefer the soft voice, the understatement. Most important of all are the pauses. Yet the phonograph and radio render these moments of silence utterly lifeless. And so we distort the arts themselves to curry favor for them with the machines.
The Lean Portfolio Management function that controls funding, are given sole authority to approve which Portfolio Epics move into each stream. Epics are not explanations about a problem that needs to be solved. They are pre-formed ideas about how best to solve those problems.
Right away we can see signs of the old-school mindset of viewing teams as a “delivery” function instead of a strategic one. The high level thinkers come up with ideas, and the low level doers execute on those ideas. Ignored is the possibility that those closest to the work might be best equipped to make decisions about it. Escaping from this misguided mindset is a core goal of Agile thinking that SAFe fails to remotely accomplish.
In all this focus on volume metrics, estimation, and churning work through the pipeline, the concept of what’s actually valuable or successful is easily lost. It’s often assumed that more work shipped out the door must be “value”, even if the experience of the product is actually suffering and users are not benefiting from the additional features.