Finding ways to do things more efficiently is becoming a necessity - no matter what business you’re in. While Lean methodologies were developed in manufacturing environments, many Lean principles can be applied to any kind of business or activity; from software development to accounting systems to household chores.This short book introduces the core concepts of kanban and offers a step by step guide to getting started with kanban. This is a good place to start if you're interested in learning the Kanban Method. Using the lessons in this book, you will be able to begin using kanban to improve your process quality, visibility, and predictability. It's designed to be just enough to get you started with Kanban for organizing and improving software or other types of projects.

In my daily job as a change agent, I constantly need to reassure people that the path we follow is worthwhile traveling. This need is often expressed in the form of critique and difficult questions. When I coach Agile teams, this is often the case. The same thing happens when introducing Kanban. However, I noticed that Kanban raises much harder questions on a management and leadership level, once people are introduced to the basics and start to explore the subject on their own.

The type of questions Kanban raises, seem to be hard to answer without lapsing into an hour long discussion. I guess this is normal because Kanban is much less prescriptive than Scrum, for instance. In order to provide reassurance, as a coach, you need to trace the questions all the way back to the principles of Kanban, which are grounded in Lean thinking.By listing the 5 most common arguments against Kanban and my response to them, I hope to help people in their Kanban journey and build great organizations that create amazing products.

These answers are based on my own perspective and experience. It would be great to hear your answers and improve the book while more people are introduced to Kanban. The goal is not to explain Kanban scientifically, but provide insights why these arguments don't stand, in a language that is understandable by all.

In the mid-2010s, we faced the same breakdowns you’re seeing today:

• Backlogs exploding faster than teams can deliver

• Endless WIP, constant firefighting

• Ceremonies for ceremony’s sake

Holy Land Kanban is the story of how teams in Israel discovered a gentler, principle-led path:

1. Visualize Flow: We moved from buried work to bright Kanban boards.
2. Limit WIP: We reclaimed focus by capping in-flight work.
3. Pull‐Based Delivery: We stopped pushing “features” and let teams pull when ready.
4. Feedback Rhythms: We replaced noisy stand-ups with lightweight cadences that actually drove learning.
5. Evolutionary Change: We let the system evolve—one change at a time—rather than big-bang rewrites.

Why It’s Still Relevant

The chapters you’ll read about “Limiting WIP” and “Kanban cadences” feel as urgent now as they did in 2015. Today’s AI experiments, cross-functional product ops, and “scaled” portfolio rollouts all stumble over the same traps you’ll find here—yet the solution remains the same:

• Make work visible
• Respect context and capacity
• Improve collaboratively, step by step

Who Should Read It

• Product leaders wrestling with dozens of AI pilots
• Transformation leads disillusioned by heavy frameworks
• Engineering managers seeking a lightweight operating model

You won’t find new buzzwords or top-down mandates. You’ll find stories, principles, and practices that you can apply today—and still rely on in ten years.