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Welcome to our Agile Tales as we continue our conversations with Rich Sheridan, founder, CEO, and chief storyteller at Menlo Innovations. Aside from founding and leading Menlo Innovations, Rich is also the author of the best-selling books Joy Inc. and Chief Joy Officer, which argue that joy is essential to productivity and profitability in the workplace. Rich recounts his journey from early programming success and a rapid rise to VP to feeling despondent amid chaotic, late, over-budget software delivery, which sparked a search for better ways to organize people.  We start the episode with Mun-Wai recalling her "third-grade planning meetings" with executives, which uses tactile, paper-based planning tools (plotter paper, index cards, handwriting) versus electronic systems, arguing that paper helps people grasp project size, forces succinctness, and reduces the risk that no one truly reads or understands work items. Rich explains how Menlo encourages collaboration through pairing (two people, one computer), open-room seating, daily standups, and shared learning, contrasting this with past “library quiet” siloed work that created integration conflict. He describes transparency practices (glass-walled rooms, shared plans, compensation and financial information) and caring behaviors such as checking in with “Are you okay?” and listening. He also covers teaching interaction skills, handling mistakes with sincere apologies and humility, and using scripted conflict-resolution concepts like a “solution circle.” 00:00 Welcome to Our Agile Tales01:41 Paper Planning Tetris03:54 Why Handwriting Wins06:59 Building Real Collaboration11:39 Trust Through Time Together13:38 Radical Transparency Tour18:04 Caring Across Levels22:42 Teaching Human Skills25:52 Owning Mistakes and Repair29:31 Closing and Next EpisodeAbout Rich Sheridan Rich Sheridan is the CEO and Chief Storyteller at Menlo Innovations and the best-selling author of Joy Inc. and Chief Joy Officer. He has spent years traveling across four continents and nearly 20 countries, helping organizations rethink not just how they work but also what it feels like to be part of them. His core message is simple: joy isn’t optional—it’s essential to productivity, profitability, and real team energy. Rich’s ideas have been featured in Forbes, Inc., NPR, and Harvard Business Review. What sets him apart is that he’s been living these principles for over 20 years at Menlo, the company he co-founded in Ann Arbor, Michigan—now known worldwide for its uniquely joyful culture. Follow Rich Sheridan at: https://www.linkedin.com/in/menloprez You can check out Menlo Innovations' tours and workshops at: https://menloinnovations.com/tours-and-workshops Music: https://www.purple-planet.com Visit us at https://www.ouragiletales.com/about

Welcome to our Agile Tales as we continue our conversations with Rich Sheridan, founder, CEO, and chief storyteller at Menlo Innovations. Aside from founding and leading Menlo Innovations, Rich is also the author of the best-selling books Joy Inc. and Chief Joy Officer, which argue that joy is essential to productivity and profitability in the workplace. Rich recounts his journey from early programming success and a rapid rise to VP to feeling despondent amid chaotic, late, over-budget software delivery, which sparked a search for better ways to organize people.  In this episode, Rich explains Menlo’s “no code ownership” approach through mandatory pair programming, frequent pair rotation every five business days, and shared stewardship that makes code easier for anyone to maintain and improves quality over time. He discusses measuring “work done well together” by the absence of emergencies, noting Menlo has had only two emergencies in 23 years despite building mission-critical systems like organ transplant software and clinical monitoring tools. Sheridan outlines intentional culture practices including a sustainable 40-hour week (with 32-hour options), a mission to “end human suffering as it relates to technology,” radical transparency, and a paper-based planning process using handwritten, foldable story cards and weekly capacity sheets that clearly define both planned work and what won’t be done, preventing “just one more thing” scope creep. 00:00 Welcome to Our Agile Tales01:45 No Code Ownership03:47 Pairing Builds Quality07:30 Work With Pride08:09 Measuring No Emergencies11:57 Intentional Culture Practices13:49 Sustainable Pace Rules14:58 Paper Planning Game19:52 Tradeoffs Not Scope Creep22:30 Changing Fear-Based Culture26:12 Wrap Up And Next EpisodeAbout Rich Sheridan Rich Sheridan is the CEO and Chief Storyteller at Menlo Innovations and the best-selling author of Joy Inc. and Chief Joy Officer. He has spent years traveling across four continents and nearly 20 countries, helping organizations rethink not just how they work but also what it feels like to be part of them. His core message is simple: joy isn’t optional—it’s essential to productivity, profitability, and real team energy. Rich’s ideas have been featured in Forbes, Inc., NPR, and Harvard Business Review. What sets him apart is that he’s been living these principles for over 20 years at Menlo, the company he co-founded in Ann Arbor, Michigan—now known worldwide for its uniquely joyful culture. Follow Rich Sheridan at: https://www.linkedin.com/in/menloprez You can check out Menlo Innovations' tours and workshops at: https://menloinnovations.com/tours-and-workshops Music: https://www.purple-planet.com Visit us at https://www.ouragiletales.com/about

Welcome to our Agile Tales as we continue our conversations with Rich Sheridan, founder, CEO, and chief storyteller at Menlo Innovations. Aside from founding and leading Menlo Innovations, Rich is also the author of the best-selling books Joy Inc. and Chief Joy Officer, which argue that joy is essential to productivity and profitability in the workplace. Rich recounts his journey from early programming success and a rapid rise to VP to feeling despondent amid chaotic, late, over-budget software delivery, which sparked a search for better ways to organize people.  This episode kicks off with Rich explaining how to build trust with executives by remembering they are human and translating technical concerns into their business language. He illustrates this point with a story about winning his CEO’s support for a major transformation after he framed it in terms of business survival. He describes practices for sustaining an intentional, joyful culture, emphasizing laughter as an indicator of psychological safety, the need to account for the weight of positional authority, and the value of trusted colleagues who can directly challenge leadership. Rich shares Menlo cultural norms and phrases like “Rich is uncomfortable” and “it’s James’s fault” to prevent inappropriate behavior and blame, highlights an offsite where employees surfaced dozens of norms, and underscores relationships, collaboration, and pairing (inspired by Kent Beck’s Extreme Programming) as central to creating workplaces people love. 00:00 Welcome to Our Agile Tales01:42 Earning Executive Trust02:10 Speak Their Language06:41 Culture Signals Laughter08:22 Power Dynamics and Safety10:33 Catchphrases That Stick12:45 Reinforcing Norms Offsite15:38 Why Laughter Matters17:22 Relationships Through Pairing17:44 Extreme Interview Energy20:49 Kent Beck and XP Roots24:02 Closing and Next EpisodeAbout Rich Sheridan Rich Sheridan is the CEO and Chief Storyteller at Menlo Innovations and the best-selling author of Joy Inc. and Chief Joy Officer. He has spent years traveling across four continents and nearly 20 countries, helping organizations rethink not just how they work but also what it feels like to be part of them. His core message is simple: joy isn’t optional—it’s essential to productivity, profitability, and real team energy. Rich’s ideas have been featured in Forbes, Inc., NPR, and Harvard Business Review. What sets him apart is that he’s been living these principles for over 20 years at Menlo, the company he co-founded in Ann Arbor, Michigan—now known worldwide for its uniquely joyful culture. Follow Rich Sheridan at: https://www.linkedin.com/in/menloprez You can check out Menlo Innovations' tours and workshops at: https://menloinnovations.com/tours-and-workshops Music: https://www.purple-planet.com Visit us at https://www.ouragiletales.com/about

Welcome to our Agile Tales as we continue our conversations with Rich Sheridan, founder, CEO, and chief storyteller at Menlo Innovations. Aside from founding and leading Menlo Innovations, Rich is also the author of the best-selling books Joy Inc. and Chief Joy Officer, which argue that joy is essential to productivity and profitability in the workplace. Rich recounts his journey from early programming success and a rapid rise to VP to feeling despondent amid chaotic, late, over-budget software delivery, which sparked a search for better ways to organize people.  The episode of Agile Tales continues a long-running conversation with Rich Sheridan. Rich discusses how Menlo’s pairing practices can include neurodivergent team members, noting they’ve employed people on the spectrum and that social skills develop through practice rather than isolation; he argues many “cantankerous” behaviors are created by silent, cubicle-based environments and should be addressed with structures for respectful conflict, drawing on Crucial Conversations and a kindergarten “solution circle” model, while still expecting basic human decency. He explains executive influence through visible signals, humility, and accepting feedback, then describes fostering autonomy via “run the experiment,” minimizing meetings, and using shorthand cultural phrases like “black butterflies” to challenge assumptions and reduce fear-driven resistance. 00:00 Welcome to Our Agile Tales01:40 Neurodivergence and Pairing04:45 Isolation Creates Friction08:20 Solution Circle Skills11:49 Respect and System Design16:52 Leading by Signals21:32 Run the Experiment27:27 Black Butterflies Story29:49 Closing and Next EpisodeAbout Rich Sheridan Rich Sheridan is the CEO and Chief Storyteller at Menlo Innovations and the best-selling author of Joy Inc. and Chief Joy Officer. He has spent years traveling across four continents and nearly 20 countries, helping organizations rethink not just how they work but also what it feels like to be part of them. His core message is simple: joy isn’t optional—it’s essential to productivity, profitability, and real team energy. Rich’s ideas have been featured in Forbes, Inc., NPR, and Harvard Business Review. What sets him apart is that he’s been living these principles for over 20 years at Menlo, the company he co-founded in Ann Arbor, Michigan—now known worldwide for its uniquely joyful culture. Follow Rich Sheridan at: https://www.linkedin.com/in/menloprez You can check out Menlo Innovations' tours and workshops at: https://menloinnovations.com/tours-and-workshops Music: https://www.purple-planet.com Visit us at https://www.ouragiletales.com/about

Welcome to our Agile Tales as we continue our conversations with Rich Sheridan, founder, CEO, and chief storyteller at Menlo Innovations. Aside from founding and leading Menlo Innovations, Rich is also the author of the best-selling books Joy Inc. and Chief Joy Officer, which argue that joy is essential to productivity and profitability in the workplace. Rich recounts his journey from early programming success and a rapid rise to VP to feeling despondent amid chaotic, late, over-budget software delivery, which sparked a search for better ways to organize people.  In this episode, Rich contrasts default culture with intentional culture, warning that values confined to posters and CEO “rah-rah” speeches breed cynicism unless reinforced through recruiting, interviewing, onboarding, feedback, promotion, and firing practices. He emphasizes “alignment” among outside perception, inside reality, and the leader’s heart, noting misalignment creates organizational drag and even motivates companies to game culture awards. Using Menlo examples—public tours, pair-based work, an “extreme interview,” one-day and three-week trials, and peer-based “prosperity reviews”—he shows how clear signals and truth-telling sustain culture, including allowing negative Glassdoor feedback and using it for reflection. 00:00 Welcome to Our Agile Tales01:40 Management Training Gap02:57 Podcast Legacy and Impact05:42 Default vs Intentional Culture09:28 Alignment Heart Reality Perception13:15 Tours and Truth in Action19:15 Hiring Extreme Interview Signals21:15 Peer Reviews and Mentorship Culture24:36 Glassdoor Free Speech and Feedback28:18 Closing and Next EpisodeAbout Rich Sheridan Rich Sheridan is the CEO and Chief Storyteller at Menlo Innovations and the best-selling author of Joy Inc. and Chief Joy Officer. He has spent years traveling across four continents and nearly 20 countries, helping organizations rethink not just how they work but also what it feels like to be part of them. His core message is simple: joy isn’t optional—it’s essential to productivity, profitability, and real team energy. Rich’s ideas have been featured in Forbes, Inc., NPR, and Harvard Business Review. What sets him apart is that he’s been living these principles for over 20 years at Menlo, the company he co-founded in Ann Arbor, Michigan—now known worldwide for its uniquely joyful culture. Follow Rich Sheridan at: https://www.linkedin.com/in/menloprez You can check out Menlo Innovations' tours and workshops at: https://menloinnovations.com/tours-and-workshops Music: https://www.purple-planet.com Visit us at https://www.ouragiletales.com/about

Welcome to our Agile Tales as we continue our conversations with Rich Sheridan, founder, CEO, and chief storyteller at Menlo Innovations. Aside from founding and leading Menlo Innovations, Rich is also the author of the best-selling books Joy Inc. and Chief Joy Officer, which argue that joy is essential to productivity and profitability in the workplace. Rich recounts his journey from early programming success and a rapid rise to VP to feeling despondent amid chaotic, late, over-budget software delivery, which sparked a search for better ways to organize people.  In this episode, Rich argues that scaling requires adaptation and that large organizations are effectively collections of smaller teams, best changed through experiments rather than mandates, citing Nationwide’s adoption of Menlo-inspired practices. He explains why Menlo has remained around 50 people, noting financial constraints without investors or debt, and the need to grow responsibly without harming culture, while adding leadership and managerial processes after consecutive strong years. He contrasts “default culture,” which emerges from tolerated behaviors and often becomes complaint-driven, with “intentional culture,” reinforced through storytelling and embedded in HR practices. He critiques hero-based organizations as burnout-prone and sustained by recognition rewards, and describes changing manager behavior by replacing those rewards and breaking learned leadership patterns. 00:00 Welcome to Our Agile Tales?01:40 Can Joy Scale?04:02 Growing Past Fifty07:21 Default Versus Intentional Culture08:30 Stories That Shape Culture13:28 Hero Cultures Explained17:23 Pressure Reveals Values22:28 Changing Hero Rewards26:40 Why Managers Repeat Hero-based Patterns28:06 Rich's Turning Point30:08 Closing And Next TimeAbout Rich Sheridan Rich Sheridan is the CEO and Chief Storyteller at Menlo Innovations and the best-selling author of Joy Inc. and Chief Joy Officer. He has spent years traveling across four continents and nearly 20 countries, helping organizations rethink not just how they work but also what it feels like to be part of them. His core message is simple: joy isn’t optional—it’s essential to productivity, profitability, and real team energy. Rich’s ideas have been featured in Forbes, Inc., NPR, and Harvard Business Review. What sets him apart is that he’s been living these principles for over 20 years at Menlo, the company he co-founded in Ann Arbor, Michigan—now known worldwide for its uniquely joyful culture. Follow Rich Sheridan at: https://www.linkedin.com/in/menloprez You can check out Menlo Innovations' tours and workshops at: https://menloinnovations.com/tours-and-workshops Music: https://www.purple-planet.com Visit us at https://www.ouragiletales.com/about

Welcome to our Agile Tales as we continue our conversations with Rich Sheridan, founder, CEO, and chief storyteller at Menlo Innovations. Aside from founding and leading Menlo Innovations, Rich is also the author of the best-selling books Joy Inc. and Chief Joy Officer, which argue that joy is essential to productivity and profitability in the workplace. Rich recounts his journey from early programming success and a rapid rise to VP to feeling despondent amid chaotic, late, over-budget software delivery, which sparked a search for better ways to organize people.  In this episode, Rich clarifies that “bench” engineers rotate systematically among internal and client work, and that bugs are handled as regular story cards scheduled by clients rather than as a separate firefighting function; he attributes Menlo’s record of only two software emergencies in 23 years to pairing, frequent pair rotation, test-driven design, and fast feedback. He contrasts this with demoralizing bug triage cultures and “tower of knowledge” single points of failure, describing how pairing reduces risk and avoids trapping experts. On the client side, Menlo offers flexible, discounted contracts while committing to never stopping a project (keeping at least one pair assigned) and allowing customers to switch to full-rate priority if needed. More importantly, Rich defines joy as delighting end users by involving them directly and measuring joy through weekly show-and-tell feedback, and he argues these disciplines can scale, citing Menlo’s training of 400 staff at Nationwide Financial and influence on a 10,000-person IT organization. 00:00 Welcom to Our Agile Tales01:41 No Bench Engineers02:55 Bugs and Broken Systems04:46 Demoralizing Bug Culture06:50 Flexible Deadlines Explained09:20 Pairing as Secret Sauce10:11 Towers of Knowledge Risk13:00 Defining Joy at Menlo14:47 Programmers Want Impact17:47 Measuring Joy Weekly Feedback22:39 Engineers Talking to Users23:24 Freedom Through Discipline25:24 Scaling to Big Orgs28:17 Closing and Next EpisodeAbout Rich Sheridan Rich Sheridan is the CEO and Chief Storyteller at Menlo Innovations and the best-selling author of Joy Inc. and Chief Joy Officer. He has spent years traveling across four continents and nearly 20 countries, helping organizations rethink not just how they work but also what it feels like to be part of them. His core message is simple: joy isn’t optional—it’s essential to productivity, profitability, and real team energy. Rich’s ideas have been featured in Forbes, Inc., NPR, and Harvard Business Review. What sets him apart is that he’s been living these principles for over 20 years at Menlo, the company he co-founded in Ann Arbor, Michigan—now known worldwide for its uniquely joyful culture. Follow Rich Sheridan at: https://www.linkedin.com/in/menloprez You can check out Menlo Innovations' tours and workshops at: https://menloinnovations.com/tours-and-workshops Music: https://www.purple-planet.com Visit us at https://www.ouragiletales.com/about

Welcome to our Agile Tales as we continue our conversations with Rich Sheridan, founder, CEO, and chief storyteller at Menlo Innovations. Aside from founding and leading Menlo Innovations, Rich is also the author of the best-selling books Joy Inc. and Chief Joy Officer, which argue that joy is essential to productivity and profitability in the workplace. Rich recounts his journey from early programming success and a rapid rise to VP to feeling despondent amid chaotic, late, over-budget software delivery, which sparked a search for better ways to organize people.  In this episode, we focus on Menlo’s pairing practices for all roles, not just software engineers, to strengthen culture, knowledge sharing, and sustainable pace. Rich describes Menlo’s near-no-overtime norm (about 40–45 hours), a four-week vacation policy reinforced by peer pressure against checking messages, and how coverage and shared context prevent single points of failure. He explains how Menlo avoids overtime when clients demand more work by adding people and rotating pairs every five business days to “break” Brooks’s Law, enabling projects to scale up or down smoothly. Staffing flexibility comes from internal “bench” projects, discounted “flexible deadline” arrangements that allow shifting staff between clients, and a strong culture that attracts a steady flow of resumes through tours, books, and public sharing. 00:00 Welcome to Our Agile Tales01:39 Pairing Beyond Coding02:29 No Overtime Real Vacations05:31 Vacation Coverage System09:08 Beating Brooks Law10:36 Bench Projects Flex Capacity12:02 Flexible Deadline Discount21:15 Airline Seats Pricing Analogy26:44 Hiring Pipeline Culture Magnet29:38 Closing and Next EpisodeAbout Rich Sheridan Rich Sheridan is the CEO and Chief Storyteller at Menlo Innovations and the best-selling author of Joy Inc. and Chief Joy Officer. He has spent years traveling across four continents and nearly 20 countries, helping organizations rethink not just how they work but also what it feels like to be part of them. His core message is simple: joy isn’t optional—it’s essential to productivity, profitability, and real team energy. Rich’s ideas have been featured in Forbes, Inc., NPR, and Harvard Business Review. What sets him apart is that he’s been living these principles for over 20 years at Menlo, the company he co-founded in Ann Arbor, Michigan—now known worldwide for its uniquely joyful culture. Follow Rich Sheridan at: https://www.linkedin.com/in/menloprez You can check out Menlo Innovations' tours and workshops at: https://menloinnovations.com/tours-and-workshops Music: https://www.purple-planet.com Visit us at https://www.ouragiletales.com/about

Welcome to our Agile Tales as we continue our conversations with Rich Sheridan, founder, CEO, and chief storyteller at Menlo Innovations. Aside from founding and leading Menlo Innovations, Rich is also the author of the best-selling books Joy Inc. and Chief Joy Officer, which argue that joy is essential to productivity and profitability in the workplace. Rich recounts his journey from early programming success and a rapid rise to VP to feeling despondent amid chaotic, late, over-budget software delivery, which sparked a search for better ways to organize people.  In this episode, after a story of engineers hiding when a boss arrives late on a Friday, Rich explains how fear shuts down the brain functions needed for creativity, imagination, invention, and innovation, and suggests responding to “that won’t work here” with “why don’t we try it before we defeat it?” He shares how MassMutual used desk balloons to signal experiments, increasing energy and initiative, and contrasts fear-based accountability with “circular accountability,” including an Atlanta seminar where a VP recognized fear-driven management was harming results. Rich then describes Menlo’s intentional culture and hiring: valuing “good kindergarten skills,” using tours as recruitment, and conducting “extreme interviews” with paired candidates, paid real-work trials, and a focus on supporting others. 00:00 Welcome to Our Agile Tales01:38 A Friday Fear Story03:22 Fear Kills Innovation04:21 Try It Before Defeat06:04 MassMutual Balloon Experiments10:23 Why Fear Fails Leaders11:28 Circular Accountability Lesson16:27 Menlo Culture and Hiring16:55 Kindergarten Skills Hiring18:58 Tours and Culture Alignment23:22 Extreme Interview Process27:06 Paid Trials and Onboarding29:41 Closing and Next EpisodeAbout Rich Sheridan Rich Sheridan is the CEO and Chief Storyteller at Menlo Innovations and the best-selling author of Joy Inc. and Chief Joy Officer. He has spent years traveling across four continents and nearly 20 countries, helping organizations rethink not just how they work but also what it feels like to be part of them. His core message is simple: joy isn’t optional—it’s essential to productivity, profitability, and real team energy. Rich’s ideas have been featured in Forbes, Inc., NPR, and Harvard Business Review. What sets him apart is that he’s been living these principles for over 20 years at Menlo, the company he co-founded in Ann Arbor, Michigan—now known worldwide for its uniquely joyful culture. Follow Rich Sheridan at: https://www.linkedin.com/in/menloprez You can check out Menlo Innovations' tours and workshops at: https://menloinnovations.com/tours-and-workshops Music: https://www.purple-planet.com Visit us at https://www.ouragiletales.com/about

Welcome to our Agile Tales as we continue our conversations with Rich Sheridan, founder, CEO, and chief storyteller at Menlo Innovations. Aside from founding and leading Menlo Innovations, Rich is also the author of the best-selling books Joy Inc. and Chief Joy Officer, which argue that joy is essential to productivity and profitability in the workplace. Rich recounts his journey from early programming success and a rapid rise to VP to feeling despondent amid chaotic, late, over-budget software delivery, which sparked a search for better ways to organize people.  In this episode, Rich explains Menlo’s “High Tech Anthropology,” a patented term for designers who study end users in their native environments to learn workflows and vocabulary, aiming to end “human suffering” caused by technology and create software that delights without manuals or training. He shares examples of widespread frustration with systems such as electronic medical records and ERP systems, then revisits the Langley vs. Wright brothers story to highlight purpose-driven discovery. He then presents an airplane model for organizations: lift of human energy over the weight of bureaucracy, and thrust of purpose over the drag of fear, emphasizing clarity, completing meaningful work, reducing meeting load, taking action through experiments, and eliminating fear-based management. 00:00 Welcome to Our Agile Tales01:46 High Tech Anthropology Explained04:30 Designing for Real Users06:59 Why Software Causes Suffering09:14 Wright Brothers Purpose Story14:23 Airplane Model for Organizations16:44 Lift Human Energy at Work19:09 Meetings and Bureaucracy Trap22:17 Drag of Fear Leadership24:39 Closing and Next EpisodeAbout Rich Sheridan Rich Sheridan is the CEO and Chief Storyteller at Menlo Innovations and the best-selling author of Joy Inc. and Chief Joy Officer. He has spent years traveling across four continents and nearly 20 countries, helping organizations rethink not just how they work but also what it feels like to be part of them. His core message is simple: joy isn’t optional—it’s essential to productivity, profitability, and real team energy. Rich’s ideas have been featured in Forbes, Inc., NPR, and Harvard Business Review. What sets him apart is that he’s been living these principles for over 20 years at Menlo, the company he co-founded in Ann Arbor, Michigan—now known worldwide for its uniquely joyful culture. Follow Rich Sheridan at: https://www.linkedin.com/in/menloprez You can check out Menlo Innovations' tours and workshops at: https://menloinnovations.com/tours-and-workshops Music: https://www.purple-planet.com Visit us at https://www.ouragiletales.com/about

Welcome to our Agile Tales as we continue our conversations with Rich Sheridan, founder, CEO, and chief storyteller at Menlo Innovations. Aside from founding and leading Menlo Innovations, Rich is also the author of the best-selling books Joy Inc. and Chief Joy Officer, which argue that joy is essential to productivity and profitability in the workplace. Rich recounts his journey from early programming success and a rapid rise to VP to feeling despondent amid chaotic, late, over-budget software delivery, which sparked a search for better ways to organize people.  In this episode, we asked Rich whether removing meetings changes culture, and he avoids a blanket “no meetings” rule and instead distinguishes unproductive meetings from structured rituals (kickoffs, estimation, show-and-tell, planning games) with clear roles, artifacts, decision capture, and visible system effects, drawing on systems thinking from Peter Senge’s The Fifth Discipline. He argues disengagement reflects management’s failure to create conditions and an intentional culture (at Menlo, defined by “joy” and expected behaviors like pairing and sharing). He urges an external focus that extends even to employees’ families, citing Menlo’s practice of allowing newborns at work. To overcome “that won’t work here” drag from anyone, he advocates “Let’s try it before we defeat it—run the experiment,” emphasizing small, low-risk experiments, trust, and purpose as a simple, memorable guide through tough times and culture shifts like mergers, reinforced through daily practices and HR processes (noting Menlo has no HR department). Key topics and timestamps: 00:00 Welcome to Our Agile Tales01:37 Meetings vs Rituals03:58 Systems That Reduce Drag05:31 Intentional Culture Basics06:56 Beyond Customers Impact08:14 Babies at Work Story11:51 Try It Before Defeat15:39 Experiment Culture Spreads18:28 Measuring Experiments Trust19:56 Purpose That Endures Storms22:37 Transform Default Culture26:16 ClosingAbout Rich Sheridan Rich Sheridan is the CEO and Chief Storyteller at Menlo Innovations and the best-selling author of Joy Inc. and Chief Joy Officer. He has spent years traveling across four continents and nearly 20 countries, helping organizations rethink not just how they work but also what it feels like to be part of them. His core message is simple: joy isn’t optional—it’s essential to productivity, profitability, and real team energy. Rich’s ideas have been featured in Forbes, Inc., NPR, and Harvard Business Review. What sets him apart is that he’s been living these principles for over 20 years at Menlo, the company he co-founded in Ann Arbor, Michigan—now known worldwide for its uniquely joyful culture. Follow Rich Sheridan at: https://www.linkedin.com/in/menloprez You can check out Menlo Innovations' tours and workshops at: https://menloinnovations.com/tours-and-workshops Visit us at https://www.ouragiletales.com/about

Welcome to Our Agile Tales as we continue our conversations with Rich Sheridan, founder, CEO and chief story teller at Menlo Innovations. Aside from founding and leading Menlo Innovations, Rich is also the author of the bests-selling books, Joy Inc. and Chief Joy Officer, whose message is that joy is essential to productivity and profitability in the workplace. Rich recounts his journey from early programming success and a rapid rise to VP to feeling despondent amid chaotic, late, over-budget software delivery, which sparked a search for better ways to organize people.  In this episode Rich argues that fear shuts down the brain functions organizations need—creativity, imagination, invention, and innovation—and describes common, often subtle, fear-inducing management behaviors like overload, ambiguity, and constant reprioritization. He shares a Menlo Innovation story where he inadvertently scolded an employee under a poster reading “It's okay to say I don’t know,” and how a long-tenured teammate compassionately held him accountable, leading to an apology and learning.  Using an airplane analogy, he maps organizational success to increasing human energy (lift) over bureaucracy (weight), strengthening purpose (thrust), and reducing fear (drag). He explains how Menlo pumps fear out through pair programming, frequent pairing rotation, an interview process emphasizing helping others succeed, leading without bosses, and replacing long status meetings with a short daily standup that exposes problems without solving them in-meeting. Key topics and timestamps: 00:00 Welcome to Our Agile Tales01:46 Fear Kills Innovation04:59 Everyday Fear Triggers08:04 Owning Your Mistakes12:19 Why Fear Lingers13:59 Airplane Forces Model19:05 Defining Human Energy21:22 Pumping Fear Out24:41 Leading Without Bosses27:17 Meetings That Drain Teams27:37 Daily Standup Fix29:54 Closing About Rich Sheridan Rich Sheridan is the CEO and Chief Storyteller at Menlo Innovations and the best-selling author of Joy Inc. and Chief Joy Officer. He has spent years traveling across four continents and nearly 20 countries, helping organizations rethink not just how they work, but how it feels to be part of them. His core message is simple: joy isn’t optional—it’s essential to productivity, profitability, and real team energy. Rich’s ideas have been featured in Forbes, Inc., NPR, and Harvard Business Review. What sets him apart is that he’s been living these principles for over 20 years at Menlo, the company he co-founded in Ann Arbor, Michigan—now known worldwide for its uniquely joyful culture. Follow Rich Sheridan at: https://www.linkedin.com/in/menloprez You can check out Menlo Innovations tours and workshop at: https://menloinnovations.com/tours-and-workshops Music: https://www.purple-planet.com Visit us at https://www.ouragiletales.com/about

Welcome to Our Agile Tales as we start off this new season with Rich Sheridan, founder, CEO and chief story teller at Menlo Innovations. Aside from founding and leading Menlo Innovations, Rich is also the author of the bests-selling books, Joy Inc. and Chief Joy Officer, whose message is that joy is essential to productivity and profitability in the workplace. Rich recounts his journey from early programming success and a rapid rise to VP to feeling despondent amid chaotic, late, over-budget software delivery, which sparked a search for better ways to organize people.  He defines workplace joy as externally focused delight in serving end users, distinct from perks or simple happiness. He describes an “aha” moment when his eight-year-old daughter observed that no one could make decisions without him, revealing a hero-based organization, and a “click” moment in 1999 influenced by Kent Beck’s Extreme Programming Explained, IDEO’s Nightline segment, and meeting his co-founder, James Goebel. Rich details early resistance to pair programming, how experiments and a “Java factory” open-room approach shifted behavior, and how the internet bubble burst led him to found Menlo Innovations in 2001. He explains how IBM tours and a conference invitation launched his storytelling and how Edison’s Menlo lab inspired Menlo’s name, concluding that the risk of change was less than the risk of staying the same. Key topics and timestamps: 00:00 Welcome to Our Agile Tales00:22 Meet Rich Sheridan02:30 From Programmer to Burnout05:53 Defining Joy at Work08:21 Aha Moment Leadership Shift10:36 Click Moment XP and IDEO12:53 Pairing Experiment Begins15:54 Java Factory Culture Change19:19 Menlo Innovations Is Born20:59 Joyful Workdays No Overtime22:38 Tour Guide to Storyteller28:04 Risk of Change vs Staying30:05 ClosingAbout Rich Sheridan Rich Sheridan is the CEO and Chief Storyteller at Menlo Innovations and the best-selling author of Joy Inc. and Chief Joy Officer. He has spent years traveling across four continents and nearly 20 countries, helping organizations rethink not just how they work, but how it feels to be part of them. His core message is simple: joy isn’t optional—it’s essential to productivity, profitability, and real team energy. Rich’s ideas have been featured in Forbes, Inc., NPR, and Harvard Business Review. What sets him apart is that he’s been living these principles for over 20 years at Menlo, the company he co-founded in Ann Arbor, Michigan—now known worldwide for its uniquely joyful culture. Follow Rich Sheridan at: https://www.linkedin.com/in/menloprez Music: https://www.purple-planet.com Visit us at https://www.ouragiletales.com/about

Welcome back to Our Agile Tales as we continue our conversation with Bjarte Bogsnes, exploring case studies from his latest book, This Is Beyond Budgeting. The book distills nearly three decades of experience challenging traditional budgeting, targets, and control-based management. In this final episode of the series, we discuss with Bjarte what distinguishes business models (external interaction) from management models (internal organization). He introduces the Viable Map, inspired by the Business Model Canvas, to help management teams assess their management model against the 12 Beyond Budgeting principles, considering business environment from SUSO (simple, understood, stable, orderly) to VUCA and employees on a Theory X–Y scale. He emphasizes the need for coherence between values/purpose-based leadership claims and often “fixed” budgeting processes, calling mismatches “poisonous gaps.” He argues listed companies can adopt beyond budgeting, as markets want sustainable performance, and recommends starting by separating budget purposes—targets, forecasts, and resource allocation—implemented in parallel. He contrasts beyond budgeting’s enterprise-wide focus with Agile’s origins in software, shares disappointing and rewarding client experiences, and points listeners to bbrt.org and key books. Key topics and timestamps 00:00 Welcome and Guest Intro01:09 Business vs Management Models01:59 Viable Map Framework05:16 Assessing Coherence Gaps08:02 Empowerment Needs Process Change09:40 Markets Wall Street Myths12:08 Why Beyond Budgeting Sticks14:34 Where to Start Separating Budgets17:45 Pilots vs Big Bang19:12 Disappointing Transformation Story21:20 Most Rewarding Successes23:06 Learn More About Beyond Budgeting25:20 Wrap Up and Next SeriesAbout Bjarte Bogsnes Bjarte Bogsnes is Chairman of the Beyond Budgeting Round Table, a former global finance executive, and a leading thinker in management innovation. He is the author of Implementing Beyond Budgeting and This Is Beyond Budgeting, showing how organizations can replace rigid, calendar-driven systems with models built on trust, transparency, and adaptability — creating companies that are both more responsive and more human. Follow Bjarte at: https://www.linkedin.com/in/bjarte-bogsnes-41557910/ Music: https://www.purple-planet.com Visit us at https://www.ouragiletales.com/about

Welcome back to Our Agile Tales as we continue our conversation with Bjarte Bogsnes, exploring case studies from his latest book, This Is Beyond Budgeting. The book distills nearly three decades of experience challenging traditional budgeting, targets, and control-based management. In this episode, we discuss with Bjarte  how target setting evolved at Equinor from 2005 onward through separating target setting, forecasting, and resource allocation, including allowing indicators without targets and emphasizing team-set, often more ambitious goals and relative “reality targets” versus peers. Bjarte says Beyond Budgeting adoption spans many industries, is stronger in Europe, and is equally relevant in the public sector, citing Norway’s NAV contact centers eliminating cost budgets and a 12,000-inhabitant municipality using self-managed teams, continuous decisions, and stakeholder alignment while still submitting an external “budget.” He argues budgets embed distrust and predictability assumptions, making true agility impossible without Beyond Budgeting, challenges absolute annual financial targets, and advocates relative targets, holistic evaluation, and common incentives. Finally, he describes surveys by Boston Consulting Group and Bain & Company linking Beyond Budgeting to benefits like higher sales and leading financial planning practices. Key topics and timestamps 00:00 Welcome and Guest Intro01:06 Evolving Targets at Equinor03:39 Who Adopts Beyond Budgeting05:14 Public Sector Breakthroughs05:41 NAV Pilot No Cost Budgets07:10 Municipality Self Managed Teams10:00 Funding Constraints Not Earmarks14:24 Why Budgets Block Agility18:24 No Budget No Targets22:09 Forecasting and Ambition23:28 Consulting Surveys and Benefits27:16 Wrap Up and Next EpisodeAbout Bjarte Bogsnes Bjarte Bogsnes is Chairman of the Beyond Budgeting Round Table, a former global finance executive, and a leading thinker in management innovation. He is the author of Implementing Beyond Budgeting and This Is Beyond Budgeting, showing how organizations can replace rigid, calendar-driven systems with models built on trust, transparency, and adaptability — creating companies that are both more responsive and more human. Follow Bjarte at: https://www.linkedin.com/in/bjarte-bogsnes-41557910/ Music: https://www.purple-planet.com Visit us at https://www.ouragiletales.com/about