Foreword by Christopher Murphy
I had been a follower of Jim Highsmith’s writings in the blogosphere for several years when I first had the opportunity to meet Jim in person during the Agile Australia conference held in Melbourne in the second half of 2010.
During Jim’s keynote address on adaptive leadership at that conference, I recall feeling particularly inspired and challenged—in the most positive sense—by his observations on leadership in dynamic and turbulent environments. For while much of Jim’s thinking had derived from his experience with agile software development, I realized as I listened to the presentation that the impact was far more wide-reaching—to every level of organizational leadership.
Indeed, Jim’s observations got me thinking. ...
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