Martin Burns

Carl Vikman

Meet Carl

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What I Do

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  • Facilitation and Coaching
  • Agile and Lean Thinking
  • Change Management
  • Agile Tooling
  • Executive Management
  • Project Management
  • Team Leadership
  • Agile Coach
  • Trainer

  • Scaled Agile Framework (SAFe®)
  • Lean Startup
  • Kanban
  • Scrum

My Recent Work

Selected Events


Selected Engagements


Viasat TV to Go


Programme Manager: Emerging Products

Delivery leader across a portfolio of products, including the successful launch of TV To Go across three countries, reporting to Head-Of and C-level executives.

Candy Crush Soda

King Logo

Interim Scrum Master: Candy Crush Soda

Coaching two of the game’s four teams as it moved from a highly confidential project, through its beta launch.



Delivery Leader: IBM Custom Development & Support Services

Leading the delivery and commercial management of multiple contracts for a 50 person multilevel team in the UK and India.

RBS: The Royal Bank of Scotland

RBS Retail Bank

Programme Scrum Master: Electronic Customer Review (eCR)

Contract Agile Coaching role for a large, distributed programme team delivering a portal application, in the first significant Agile delivery in RBS Retail Bank.

Coaching Customers

IBM Logo

Lean Coach: UK & Nordics Global Services Accounts

Coach to large outsourced delivery organisations delivering Application Development and Support Services into major customers.

Recent Writing

Lean/Agile Values

After many years, I have finally found a set of values that effectively articulate my way of working in technology-heavy environments.

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Lean/Agile Values

I have found a beautiful summary of the way I work with organisations, and the values I seek to amplify.

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The Two Agiles

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There are two distinct benefits of Agility. Assuming either is universal and exclusive causes unnecessary conflict: Agilists need to appreciate and value the diversity and find context-specific balance. We are uncovering better ways of developing software says the manifesto, while fudging the question about what ‘better’ means. Exactly what you’d expect in a superficial peace treaty. But by ducking the major source of conflict and focusing on the easy stuff, it pretty much guarantees further conflict. Since its very inception, the Agile community has been riven by conflict. The very manifesto event was essentially a peace treaty between different groups and individuals who had some very different ideas about what they were writing. Like most intractable conflicts, these are not driven by conflicting answers to a question, but different views of what the question is. In Cynefin terms, we are in Disorder, and the clearest conflict is between two Cynefin domains, each of which addresses a different business question. It’s no surprise that the conflict is illustrated through the first two Agile Principles. Early and continuous delivery of valuable software This school of thinking emphasises minimising Cost of Delay, and says that if you start delivering value earlier, and incrementally, you will deliver a lot more total value than if you wait until it’s all delivered. You can find this all over flow-based approaches, in Theory of Constraints, DevOps and Kanban. Move the value through the system faster. Smaller batches, moved more frequently. Deploy often, minimising the time from developer desktop to production. Often in this school, we work to identify reducible uncertainty and variation. Elephant Carpaccio is a... read more

Unveiling h#

h# is a revolutionary new, integrated code and method framework, based on the critical value of Radical Simplicity. By analysing codebases and development methodologies through our unique insight lens of succussion, and taking it through the dilution scaffolding and interface reduction, we are able to ensure the fastest running systems with the lowest defect rate you have ever seen. Right now, we are working on the framework’s features, but we expect it to come integrated with our custom-build rs.gar deployment mechanism and scheduler. We also hope to be publishing a book next year, and simplifying our certification schema to make it more available to licensed practitioners. We’re excited by this and hope to bring you more very soon! @kevlinhenney @mikaelhellden @MartinBurnsSV (Chief methodologists) @jasongorman @russmiles (Senior... read more

The Cynefin Ogre

There’s a lot more to Cynefin than you might think. It’s like an onion. It stinks. And it makes you cry. And it has layers. Quick Cynefin Catchup See the previous post for a short outline, or Liz Keogh’s longer one. Very often, I hear people talking as if a given endeavour is only in a single domain. Often those same people rush to the toughest place to be — complexity. And that’s not entirely stupid, as you should pay attention to the most challenging things first. However, that pulls you towards an overloaded response, that burdens you with far more risk mitigation than you actually need. Which is what we’re generally trying to avoid. Why? Because most endeavours are in multiple domains, depending on what level you’re looking at. Multi Domain Example When I think about Cynefin, I tend to think about travel examples, as they are both concrete enough to imagine (always a powerful enabler for mental stickiness) and contain enough variation to illustrate different levels of complexity. So let’s think about going on holiday. (Well it is a very dark Swedish November afternoon outside). Choosing the holiday is definitely a Complex matter. It involves negotiating amongst family members, based on a shifting compromise of conflicting needs and experiences, and balancing that against moving variables of availability and cost and hassle. OK, so we’ve chosen where and when we’re going. Great stuff. What’s the cheapest and quickest way of getting there? This has some elements of Complexity in it, left over from the previous phase, but this is a matter of analysis. We take this to an... read more