Modern Agile stickers everywhere are helping Modern Agile stick.  Dean Chanter of Capital One recalls his Accidental Experiment with Modern Agile (cake for every release!).  Bob and Dean talk through the power of the laptop sticker, evolving and “upskilling” ScrumMasters, and Lean roots.   Transcript Bob Payne: [00:00:05] Hi I'm your host Bob Payne and i'm here with Dean Chanter and Dean you're from, You're at Cap One.   Dean Chanter: [00:00:11] Yeah, Currently at Cap One.   Bob Payne: [00:00:14] You're doing some work with scaled Agile and you're saying you sort of accidentally started applying Modern Agile. I'm super curious about that journey.   Dean Chanter: [00:00:25] I did it was very interesting so I joined Capital One about seven months ago, was with Intel for about 13 years before that, and when I first got to Capital One everybody had a Modern Agile sticker on their laptop there was actually a bunch on my desk. So I just slapped one on my laptop. I had heard about it before I got the Capital One but Intel was a big SAFehouse and so that was kind of how we did things there and made a lot of sense and so, maybe three or four months ago, my gallbladder decided that it no longer needed to be in my body and so's listening to Josh's podcast and listen to things and he and John Cutler were talking.   Bob Payne: [00:01:02] Okay, yeah I've had Josh on my podcast.   Dean Chanter: [00:01:04] Yeah. So Josh asked John -he's like What do you think about Modern Agile. What do you mean to you. And John was like you know what. It really makes me feel like we can try anything and we don't have to stick to one framework another. And I realized then that some of the things I have been doing it kept on with my teams was just that right. I had a lot of teams that were Scrum Teams and Kanban teams and we had ARTs so we had you know single teams but they needed... They were looking for a refresh right.   Dean Chanter: [00:01:37] You know some new ways of thinking about things that we brought in things like product discovery. We started looking at cycle time. Right. We just we started celebrating everything. Right. We had cake for every release we had you know just how.   Bob Payne: [00:01:54] Dangerous when you're a real DevOps...   Dean Chanter: [00:01:56] Exactly. Exactly. Well that was one of the things we went from releases that were on average and they say average because it wasn't a true cadence of about six to eight weeks. We're now releasing twice a week. OK. You know just because of trying to setting audacious goals right. Right. Using that we want to really use more frequently. Right. And once we set that goal we started working through the different things and different challenges that it takes to get through. We actually even if we don't have content for release on a particular day that we're supposed to be released, we'll still do the release. The reason is is because it allows us to go through those motions right and should identify more ways to we found things by doing that that maybe we should leave - blue green releases right. So maybe we should leave green up a little bit longer so we could fail back if we need to. Eventually, you know the goal there is eventually getting to where we could do continuous delivery if we wanted to.   Bob Payne: [00:02:56] Yeah. That's great. So I'm so curious how you got the big batch of stickers. Did Josh come to CapOne and.   Dean Chanter: [00:03:03] He did.   Bob Payne: [00:03:04] Okay.   Dean Chanter: [00:03:05] So Josh came to camp while he was a keynote speaker. CapOne does a technology agile conference internally once a year.   Bob Payne: [00:03:13] I've spoken that years back yeah.   Dean Chanter: [00:03:15] I wasn't there for that yet but that's how the stickers ended up on my desk. So.   Bob Payne: [00:03:21] Yeah I have been doing a series of of of talks using modern agile as a sort of framework to look at Lean and depending on where I go and how how I either call it. "No one gives