“Although technology has sped forward in the last 20 years, organizational management is largely the same now as it was in the mid-industrial age. The Agile Lean Leadership Network provides an opportunity to harmonize organizations and the work they do, serving customers more effectively, while creating a better balance in the workplace and more value for all stakeholders. I chose to become an ALLN member because I believe there is a better, more modern way to run today’s complex organizations and I am eager to be part of that drive.” Paul Norton, MA USA.


“I have worked with Agile disciplines, teaching and coaching for several years. I have also co-trained several times with Kurt Nielsen of AgileLeanHouse. For me, the Agile Lean Leadership framework is the simplest and most coherent framework for getting the Agile and Lean principles out through the whole organization. If we in the smaller countries are going to stand a chance against the big technology behemoths, then we have to be able to out-maneuver them. That is why I am a member of the ALLN, to help organizations be resilient and sustainable.” Christian Myrstad, Oslo Norway


“I spent my forming years in an organization that was centered around empowered people and teams focused towards delivering value to the organization and clients and relentlessly eliminating waste. Ever since, I have been wondering why our society accepts the tremendous waste caused by top-heavy, slow-moving and bureaucratic organizations. In 2014, I first worked with Kurt and was delighted to find an accomplice to my way of thinking. We introduced Scrum into the company I worked for then and I have worked in and with Scrum and Agile teams and organizations in the roles of scrum master, product owner, line manager and agile coach since. I have coached a number of both technical and non-technical teams and held numerous courses during the last six years before starting to formally join the ALLN and cooperate with Kurt and Christian in summer 2020.” Anja Warich, Norway


“My passion for increasing agility in organizations and teams has lasted for 20+ years. I first got acquainted with The Agile Industrial Complex when I formed my own company, AgiliT, in 2018 and expanded my professional network globally. This is how I was indirectly introduced to Kurt Nielsen and AgileLeanHouse, the Agile Lean Leadership patterns and the network ALLN. I instantly noticed that here I had finally met like-minded people working to achieve the same purposes as myself. Agile Lean House is a company associated with a  community where we walk the talk and demonstrate true Inviting Leadership without imposition of any kind. I am proud to join the network as a Prime Org. Educator – helping spread the good news about Scrum, AgileLeanLeadership and the ALL Patterns.” Leise Passer Jensen, Denmark.



I took the Scrum Master and Product Owner Courses. That was my first introduction to Agile and Lean Principles. Those courses peaked my interest as a lot of what I learned through them I could relate to organizations I had experienced. I started picking out potential areas of improvement in those organizations. When I first got introduced to Agile Lean Leadership (ALL) it immediately occurred to me that this would be the change that is needed in our Kenyan government offices and private organizations. Since then, I have been an active advocate of ALL and currently trying to find a training partner to help implement it in East Africa. 

As one discovers the principles and methodologies of ALL, one can’t help but see how useful it would be to actually deeply think about the origin of current organizational practices. We need to look at our past and current practices and ask ourselves the question, why? For Africa, we need to look at our future and ask ourselves if we are at par with what is happening in the rest of the world, and are we growing in that direction or are we stagnating in the comfort zone that is actually harming us more than helping us? I dare say that the future of work in Africa and the transformation we so need in our institutions is in Agile and LeanDeborah Jeruto


“Even the most “introvert” people (that developers often are), deserve to be lead with a human touch. More so when they are dealing with complex problems where “making” progress is often easier than “figuring out how”. The structure of most organizations and management styles are fine-tuned (by history and experience) to environments like manufacturing – predictable and plannable. This is no longer the case. I believe that leadership needs to reflect the environment where the product is being developed, the complexity of the problem solved and the people who work on it. In the ALL Network, we teach people not to manage processes and strive to exactly know what needs to be done, but instead to provide our teams with the goals to follow, and the knowledge and ability to execute..” Robert Fujdiar, Czech Republic
Find an overview of the AgileLeanHouse team and network members here