> ...team should have only the processes in exactly the amounts that provide value to the team, and no more.

It is interesting to go to the origins of scrum and its emphasis on the team and team-work for high-quality, low-cost product development.

> ...companies in Japan and the United States are using a holistic method — as in rugby, the ball gets passed within the team as it moves as a unit up the field. This holistic approach has six characteristics: built-in instability, self-organizing project teams, overlapping development phases, 'multilearning,' subtle control, and organizational transfer of learning. The six pieces fit together like a jigsaw puzzle, forming a fast flexible process for new product development.

A radical scruffy setup that challenges both the status quo and the leadership of an org rather than confirm to any set processes and workflows.

https://hbr.org/2016/04/the-secret-history-of-agile-innovati...

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Some more snipped excerpts:

> ...under the new approach (in its extreme form) nonexperts undertake product development. They are encouraged to acquire the necessary knowledge and skills on the job. Unlike the experts, who cannot tolerate mistakes even 1% of the time, the nonexperts are willing to challenge the status quo. But to do so, they must accumulate knowledge from across all areas of management, across different levels of the organization, functional specializations, and even organizational boundaries. Such learning in breadth serves as the necessary condition for shared division of labor to function effectively.

> A project team consisting of members with varying functional specializations, thought processes, and behavior patterns carries out new product development. While selecting a diverse team is crucial, it isn’t until the members start to interact that cross-fertilization actually takes place.

> Selecting the right people for the project team while monitoring shifts in group dynamics and adding or dropping members when necessary. Creating an open work environment. Encouraging engineers to go out into the field and listen to what customers and dealers have to say. Establishing an evaluation and reward system based on group performance. Managing the differences in rhythm throughout the development process. Tolerating and anticipating mistakes. Encouraging suppliers to become self-organizing. Involving them early during design is a step in the right direction. But the project team should refrain from telling suppliers what to do.

> Headquarters' involvement is limited to providing guidance, money, and moral support at the outset. On a day-to-day basis, top management seldom intervenes; the team is free to set its own direction. In a way, top management acts as a venture capitalist. Or as one executive said, 'We open up our purse but keep our mouth closed.'

> Top management kicks off the development process by signaling a broad goal or a general strategic direction. It rarely hands out a clear-cut new product concept or a specific work plan.

> Starting with the guidelines set forth by top management, [the team begins] to establish their own goals and keep on elevating them throughout the development process. By pursuing what appear at first to be contradictory goals, they devise ways to override the status quo and make the big discovery.