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 Praise for Unlocking Agility

“Agile has become a buzzword that has no meaning. That’s because most
organizations just append the word agile to what they are currently doing, shorten
their ‘pressure cycle,’ and then expect miracles. To get serious benefits from Agile,
your organization must change. And if you are serious about changing to a more
agile way of working, you’ll want Jorgen’s help ‘Unlocking Agility.’”
—James Grenning, Agile Manifesto Signatory and
Author of Test-Driven Development for Embedded C

“What a joy to read this book! From lean experimentation to agile collaboration,
from business modeling to organization design, from anecdotes and stories to
scaling models and transformational roadmaps, Jorgen craftily weaves it all together
in this compelling book. If you were wondering where to start your agile transforma-
tion, you can start right here.”
—Jurgen Appelo, author of Management 3.0
and Managing for Happiness

“A lot has been written about agility in enterprises. What makes this book special and
extremely valuable is that it serves as an excellent and practical entry point for those
who are getting started, as well as a compendium, reference, and idea-booster for those
who have come far in their journey toward agility and want to take the next step.
“In each well-structured chapter, you feel that Jorgen is a very experienced practi-
tioner, who not only knows what he is talking about, but who is also skilled in mak-
ing practical use of that knowledge.
“You get a great overview of relevant models, their use, tons of great references for
further self-study, and a strategic and hands-on approach to creating and driving a
transformation toward agility.”
—Hendrik Esser, Vice President, Enterprise
Transformation Program, Ericsson

“…we need more people looking at the big picture rather than promoting a particular
practice, and this book is a valuable contribution to that work.”
—Dave Snowden, author of Cynefin, and CEO, Cognitive Edge
“Jorgen does a brilliant job of offering helpful (and tested) concepts, tools, method-
ologies, and frameworks—while at the same time presenting the ‘levers,’ first princi-
ples, and the Why. Skillfully curated by a thoughtful coach/agile change agent—with
the knocks and stories to prove it—and you have something very special. The ques-
tions and answers at the end of each chapter (and references, sources) are just the
icing on the cake.
“When recommending books on agile, I have a tough time suggesting the same book
for agile nerds and the interested-but-not-immersed. Unlocking Agility fits the bill,
however. The book is pragmatic and accessible (in his words, he offers a ‘blueprint’),
while encouraging an agile approach to enterprise agility itself. I found the closing
chapters on Agile Working Groups, change strategy/roadmaps, and organizational
improvement backlogs to be particularly valuable. I no doubt will be referring to
them frequently.
“In short, I would not hesitate to recommend it to fellow partners-in-change (with
the passion, but not the background).”
—John Cutler, Product Development Coach, Writer

“So much Agile goodness jam-packed into one book! Starting with the origins of
modern management, and ending with a vision for organizations of the future,
Jorgen has pulled together every conceivable pattern, framework, and model, while
also incorporating important topics like age, gender, and diversity. He brings his own
Agility journey to life, cleverly narrating stories and lessons he’s learned along the
way. Complete with Q&A and Further Reading suggestions, this book is a perfect
reference guide to anyone leading an organization through transformative change,
on their journey to Business Agility.”
—Jason Kline, Agile Practice Lead, SolutionsIQ | Accenture

“Jorgen has written a gem of a book. In his conversational, easy-to-read style, he

tackles complex subjects from agile organization design, to agile teams, to agile
workspaces. If you are looking for a thoughtful discussion on what it takes to trans-
form your organization into an agile one, this book should be required reading.”
—Noopur Davis, SVP, Chief Product and
Information Security Officer, Comcast
Unlocking Agility
 Pearson Addison-Wesley
Signature Series

Visit informit.com/awss/cohn for a complete list of available publications.

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Books in the Mike Cohn Signature series are personally chosen by

Cohn, a founder of the Agile Alliance and highly regarded Agile expert
and author. Mike’s signature ensures that he has worked closely with
authors to define topic coverage, book scope, critical content, and overall
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Unlocking Agility
An Insider’s Guide to Agile Enterprise
Transformation

Jorgen Hesselberg

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 This book is dedicated to the four most important
people in my life: my soulmate and wife Melanie; my
mom Gry; and my two sons, Logan and Ethan.
This page intentionally left blank
Contents at a Glance

Forewords by Bjarte Bogsnes and Rich Sheridan . . . . . . . . . . . . . . . . . . . . . xix

Preface . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .xxv
Acknowledgments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xxxi
About the Author . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xxxiii

Part I: The Case for Agility . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1

Chapter 1: The Agile Imperative . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .3

Chapter 2: Enterprise Agility . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .29

Part II: Five Dimensions of Agility . . . . . . . . . . . . . . . . . . . . . . 59

Chapter 3: Technology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .61

Chapter 4: Organizational Design . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .97

Chapter 5: People . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .127

Chapter 6: Leadership . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .149

Chapter 7: Culture . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .173

Part III: Unlocking Agility . . . . . . . . . . . . . . . . . . . . . . . . . . . 209

Chapter 8: Building Your Organization’s Agile Working Group. . . . . . . . . .211

Chapter 9: An Operating Model for Business Agility . . . . . . . . . . . . . . . . . .233

Chapter 10: Unlocking Agility: A Strategic Roadmap . . . . . . . . . . . . . . . . .277

Index . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .317

Visit the companion website at www.unlockingagility.com for additional resources

and supplementary material.

ix
This page intentionally left blank
Contents

Forewords by Bjarte Bogsnes and Rich Sheridan . . . . . . . . . . . . . . . . . . . xix

Preface . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xxv
Acknowledgments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xxxi
About the Author . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xxxiii

Part I: The Case for Agility . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1

Chapter 1: The Agile Imperative. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .3
Athens Beats Microsoft . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
Origins of Modern Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
Scientific Management: Building More Efficient Machines . . . . . . 7
The Rise of the Knowledge Worker: Unlocking the
Creative Potential. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
Software Eats the World: Embracing Uncertainty and
Becoming Agile . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
VUCA and Cynefin: Orienting Businesses in a Brave
New World . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16
The Cynefin Framework . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18
Leadership in a Complex World . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21
Business Agility: Accelerating Organizational Learning . . . . . . . . 22
Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24
Q&A . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24
Further Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26
Footnotes. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27

Chapter 2: Enterprise Agility . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .29

Defining Enterprise Agility . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29
Designing Business Agility: Balancing Three Critical Levers . . . . . . . . . . 32
Building the Right Thing (Value). . . . . . . . . . . . . . . . . . . . . . . . . . 33
Building the Thing Right (Quality) . . . . . . . . . . . . . . . . . . . . . . . . 40
Building at the Right Speed (Optimizing for Flow) . . . . . . . . . . . . 43

xi
xii Contents

Unlocking Agility in the Enterprise . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 50

Performance Multipliers: Five Critical Dimensions of Agility . . . . . . . . . 51
Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 53
Q&A . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 54
Further Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 56
Footnotes. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 57

Part II: Five Dimensions of Agility . . . . . . . . . . . . . . . . . . . . . . 59

Chapter 3: Technology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .61
Building the Right Thing: Creating Products Customers Love . . . . . . . . . 62
Business Model Canvas: An Interactive Tool
for Instant Alignment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 62
Lean Startup: A Method for Validating That You’re
Building a Product Worth Building . . . . . . . . . . . . . . . . . . . . . . 65
Cost of Delay: Understanding the Impact of Time to
Life Cycle Profits . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 68
Building the Thing Right. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 74
Scrum: Building Value Incrementally and Iteratively . . . . . . . . . . . 74
Kanban: Taming Chaotic Environments Through
Visualization . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 79
Building at the Right Speed: Optimizing for Flow . . . . . . . . . . . . . . . . . . 81
XP . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 82
Value Stream Mapping . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 86
Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 89
Q&A . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 90
Further Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 93
Footnotes. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 95

Chapter 4: Organizational Design . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .97

Physical Workplace Design . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 97
Designing for Great Teams . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 98
The Science Behind High-Performing Teams . . . . . . . . . . . . . . . . 99
Case Study: More Effective Collaboration Spaces at
NAVTEQ . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 100
Organizational Structure . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 107
Functional Structure . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 108
Divisional Structure . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 110
Matrix Structure . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 111
 Contents xiii

Emergent Organizational Structures: Sociocracy

and Holacracy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 113
An Agile Organizational Structure? . . . . . . . . . . . . . . . . . . . . . . 116
Heuristics of Agile Organizational Designs . . . . . . . . . . . . . . . . . . . . . . 120
Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 121
Q&A . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 122
Further Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 124
Footnotes. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 125

Chapter 5: People . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .127

Never Underestimate the Importance of People . . . . . . . . . . . . . . . . . . . 130
Characteristics of People in Agile Organizations . . . . . . . . . . . . . . . . . . 132
Fostering a Growth Mind-Set . . . . . . . . . . . . . . . . . . . . . . . . . . . 132
Developing an Enterprise Growth Mind-Set . . . . . . . . . . . . . . . 134
Embracing Diversity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 135
Strategies for Building an Environment Supportive of Agile People . . . . 137
Implications for HR in an Agile Organization . . . . . . . . . . . . . . . . . . . . 138
Partner with Teams to Improve Recruiting . . . . . . . . . . . . . . . . . 138
Design Meaningful Compensation, Rewards, and
Recognition Plans . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 140
Create More Relevant Roles and Define a More Flexible
Career Path . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 141
Empower People by Moving Authority Closer to the Team . . . . 142
HR: From Controlling Function to Unlocking
Enterprise Agility . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 143
Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 144
Q&A . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 144
Further Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 146
Footnotes. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 147

Chapter 6: Leadership . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .149

Impact of Leadership . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 150
Level 5 Leadership . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 152
Level 5 Leadership = Agile Leadership? . . . . . . . . . . . . . . . . . . . 153
Teal Leadership . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 154
Red: Lead Through Force . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 156
Amber: Lead Through Fiat . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 157
Orange: Lead Through Efficiency . . . . . . . . . . . . . . . . . . . . . . . . 157
Green: Lead Through Responsibility . . . . . . . . . . . . . . . . . . . . . 158
xiv Contents

The Organization: An Organic Ecosystem of

Interrelated Parts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 158
Teal: The Organization as a Living Entity . . . . . . . . . . . . . . . . . . 159
The Teal Organization: A Blueprint for the Organization
of the Future? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 160
Beyond Budgeting: An Agile Management Model . . . . . . . . . . . . . . . . . 161
Origins of Beyond Budgeting . . . . . . . . . . . . . . . . . . . . . . . . . . . 162
Beyond Budgeting: Less Top-Down Control, More
Trust and Empowerment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 162
The Death of the Traditional CEO? . . . . . . . . . . . . . . . . . . . . . . . . . . . . 165
Three Essential Themes of Agile Leadership . . . . . . . . . . . . . . . . . . . . . 167
Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 168
Q&A . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 169
Further Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 171
Footnotes. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 172

Chapter 7: Culture . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .173

The Profound Impact of Culture . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 175
How We Experience Culture . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 176
The Schneider Culture Model . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 177
Collaboration—“We Succeed by Working Together” . . . . . . . . . 178
Control—“We Succeed by Getting and Keeping Control” . . . . . 179
Competence—“We Succeed by Being the Best” . . . . . . . . . . . . . 181
Cultivation—“We Succeed by Growing People Who Fulfill
Our Vision” . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 182
Culture’s Impact to Sustaining Change. . . . . . . . . . . . . . . . . . . . . . . . . . 183
Changing Organizational Culture . . . . . . . . . . . . . . . . . . . . . . . . 185
Characteristics of Business Agility Metrics. . . . . . . . . . . . . . . . . . . . . . . 191
Actionable . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 191
Accessible . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 191
Auditable . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 192
Additional Heuristics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 192
Examples of Meaningful Business Agility Metrics . . . . . . . . . . . . . . . . . 194
Metrics That Help Support Building the Right Thing . . . . . . . . 195
Metrics That Help Support Building the Thing Right . . . . . . . . 197
Metrics That Help Support Building at the Right
Speed (Flow) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 199
Performance System Changes  Behavior Changes  Culture
Changes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 202
 Contents xv

Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 202
Q&A . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 203
Further Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 205
Footnotes. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 206

Part III: Unlocking Agility . . . . . . . . . . . . . . . . . . . . . . . . . . . 209

Chapter 8: Building Your Organization’s Agile Working Group. . . . . . . . . .211
The AWG: Mission and Purpose . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 211
Characteristics of the AWG . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 216
Complementary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 216
Dedicated . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 217
Knowledgeable . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 218
Credible . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 219
Humble . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 219
Champion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 220
Role of External Consultants . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 221
Organizational Structure and the AWG . . . . . . . . . . . . . . . . . . . . . . . . . 222
Whole System View . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 222
Temporary Lifespan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 223
Dual-Boot Operating System . . . . . . . . . . . . . . . . . . . . . . . . . . . 224
Recruiting for the AWG . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 225
Resistance from Managers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 225
Hesitation from Potential Candidates . . . . . . . . . . . . . . . . . . . . . 226
The AWG: What’s in It for You? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 228
Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 228
Q&A . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 229
Further Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 230
Footnotes. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 231

Chapter 9: An Operating Model for Business Agility . . . . . . . . . . . . . . . . . .233

Unlocking Agility: Embrace Change, Execute
with Purpose . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 235
Exploration: An Engine for Embracing Change . . . . . . . . . . . . . . . . . . . 237
1. Establish Partnerships with External Innovation Hubs . . . . . . 241
2. Take Ownership Interest in Potential Disruptors . . . . . . . . . . 242
3. Acquire Disruptive Competitors—and Let Their Culture
and People Flourish . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 243
4. Create an Internal Culture of Disruptive Innovation . . . . . . . . 244
xvi Contents

Exploitation: Executing Proven Strategies with Purpose . . . . . . . . . . . . 246

Lost in Translation: How Product Strategy Turns from
Vision to Hallucination . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 247
Executing with Purpose Through Progressive Refinement . . . . . 249
Executing with Purpose Through Fast Organizational
Feedback Loops . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 263
Creating a Balance: Embracing Change and Executing with
Purpose in the Right Proportions . . . . . . . . . . . . . . . . . . . . . . . . . . . . 266
On Scaling Frameworks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 267
Scaled Agile Framework (SAFe) . . . . . . . . . . . . . . . . . . . . . . . . . . 267
Large-Scale Scrum (LeSS) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 267
Disciplined Agile Framework . . . . . . . . . . . . . . . . . . . . . . . . . . . 268
Benefits of Scaling Frameworks . . . . . . . . . . . . . . . . . . . . . . . . . . 268
Drawbacks of Leveraging Scaling Frameworks . . . . . . . . . . . . . . 269
Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 270
Q&A . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 271
Further Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 273
Footnotes. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 274

Chapter 10: Unlocking Agility: A Strategic Roadmap . . . . . . . . . . . . . . . . .277

Unlocking Enterprise Agility: A High-Level Strategic Roadmap . . . . . . 278
Partnered Transition (Wave 1) . . . . . . . . . . . . . . . . . . . . . . . . . . . 279
Self-Guided (Wave 2) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 280
Innate (Wave 3) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 281
What Agility Looks Like in Action: Applying the Five
Dimensions of Organizational Agility . . . . . . . . . . . . . . . . . . . . . . . . 283
Technology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 284
Organizational Design . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 285
People . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 285
Leadership . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 287
Culture . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 288
Identifying and Driving Change Through an Organizational
Improvement Backlog . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 289
Unlocking Agility in an Agile Manner . . . . . . . . . . . . . . . . . . . . 289
Step 1: Define and Communicate a Clear Purpose for the
Transformation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 290
Step 2: Identify Key Impediments Preventing Us from
Reaching the Goal . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 290
 Contents xvii

Step 3: Build and Execute the Transformation Backlog. . . . . . . . 294

Step 4: Maintain Momentum: Continuously Monitor
Progress, Communicate Results, Seek Feedback, and
Celebrate Failures . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 300
Top 10 Items Leading to Transformation Failure . . . . . . . . . . . . 303
Seven Signs You’re on Your Way to Unlocking Agility . . . . . . . . 308
The Road Ahead: Now What? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 311
Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 312
Q&A . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 313
Further Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 314
Footnotes. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 315

Index . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .317

Visit the companion website at www.unlockingagility.com for additional resources

and supplementary material.
This page intentionally left blank
Foreword by Bjarte Bogsnes

Almost 20 years ago, a group of wise people got together and formulated the Agile
Manifesto. This started a movement that revolutionized the way software is devel-
oped. But it did not stop there. The agile mindset is now finding its way into the
C-suite, and it is starting to radically change the way organizations are led and
managed. Business agility is on everybody’s lips, for very good reasons.
There are many other movements and communities challenging traditional man-
agement. They all tend to operate with different frameworks and languages, and
unfortunately are not always the best of friends. A hilarious scene from the movie
Life of Brian keeps coming back to me, where the difference between People’s Front
of Judea, Judea’s People Front, and the Judean Popular People’s Front is a very
serious issue.
But if we look behind the façade, these movements have a lot in common. They all
challenge the traditional mindset of rigidity, bureaucracy, command-and-control,
and micromanagement. They all believe that in today’s business and people realities,
organizations must be more adaptive and human, and more focused on creating
value for customers. They understand that exploring management innovation can
bring just as much competitive advantage as technology and product innovation.
I belong to one of these movements—Beyond Budgeting. We started out a few
years before Agile, and in a very different place, but with striking similarities in our
dreams and our philosophies. The more all our communities join forces, the stronger
we will be and the faster we can make it happen.
And it will happen. I don’t care what it will be called, but I know there will come a
time when we will all smile about what is currently mainstream leadership and man-
agement, just as we today smile about the days before the Internet. It is not that
long ago.
This book is an important contribution toward making this happen. I have known
Jorgen for many years. I have always been impressed with his passion, his curiosity,
and his knowledge on these important issues. It comes as no surprise that he was
asked to lead transformation from the inside of several organizations. This gives
Jorgen credibility and experience which few other authors on these topics have, ena-
bling him to move seamlessly between theory and practice. In this highly readable

xix
xx Foreword by Bjarte Bogsnes

book, Jorgen draws on his rich background as he identifies and describes a range of
concepts, connects the dots, and explains how they can play a role in an agile trans-
formation. This is an indispensable read for anyone interested in leadership, manage-
ment, and organizational transformation. There is a better way!

Bjarte Bogsnes
Senior Advisor Performance Framework, Equinor
Chairman, Beyond Budgeting Roundtable
Foreword by Rich Sheridan

On September 27, 2011 at 10:30 pm Eastern time, Borders.com, the online bookstore
for Borders, ceased operation; and, with the shutdown of the servers, a beloved Ann
Arbor, Michigan institution, Borders Books, came to its ultimate demise. Many
around the world loved Borders, but likely no one on the planet loved Borders as
much as the citizens of Ann Arbor, where the bookstore began in a tiny little store-
front on State Street just a block from the campus of the University of Michigan.
There are many theories as to what exactly went wrong at Borders, and you’ll
likely get different stories from those who worked there versus those who watched
the inexorable march to obscurity from the outside. What is abundantly clear is that
the world within which Borders launched in 1971, and the rapid store-by-store
expansion that occurred after the acquisition by K-Mart in 1992, was affected by
technological progress and the ability to embrace it and adapt.
The easiest answer is that Borders was put out of business by a website launched
in 1994 by Jeff Bezos. The harder question to answer is: Why couldn’t Borders adapt
to this change in the ensuing 17 years? It is worth noting the obvious: the technologi-
cal advancement that put Borders out of business did not even exist in 1971.
In this question about Borders lies a deeper question for you, the reader of this
book. What advancement, not even yet created, lies in wait to threaten the existence
of the business you are employed in or leading? And can you do anything to head off
your own version of obsolescence?

Shining a light on the path

I met Jorgen Hesselberg during his days at NAVTEQ in Chicago. His firm had come
to mine to do what thousands each year do: Take a tour of our downtown Ann Arbor
software design and development firm, Menlo Innovations. Jorgen was already well-
armed for his pursuit of agility when he arrived at Menlo, yet he wanted to inspire
those around him to propel a vision of agility for his employer. And it worked. What
I would later see at NAVTEQ, when I visited, was an organization on the move and
energized by deep change. Jorgen is that kind of leader and organizational thinker.
In Unlocking Agility, Jorgen takes us on a delightful tour of the history of the
software industry to explore the emotions and logic behind the Agile movement.
What those of us inside the industry knew was that we needed agility more than any-
one. We were causing the disruption in other industries, yet we ourselves were

xxi
xxii Foreword by Rich Sheridan

regularly being disrupted (by our own industry!). And we were moving too slowly
and causing too many problems to survive. We needed to adapt. And adapt we did.

Fear-based leadership is the opposite of what we need

On a fateful day early in 2007, the IT leadership team at Borders came and spent a
day with me, exploring the agility that we had developed in our company. They had
just announced the end of their marketing relationship with Amazon and were intent
on building their own online bookstore. My wife, Carol, asked me how the day went
with Borders.
“They’re doomed.” I said emphatically. “They will be out of business in five
years.”
She was surprised and dubious. At the time they had more than 1,000 stores and
almost 20,000 employees and revenues well in excess of $1B. She asked me why I was
so certain?
“They are so afraid, they don’t know what to do next. They will never be able to
compete with that level of fear at work in their organization.”
I was too optimistic. From the day of that class to the day they shut down was 4
years and 9 months. They could not break free and unlock the agility they so desper-
ately needed. As Jorgen points out in the chapters that follow, this kind of disruption
is accelerating. Agility is no longer a toy, nor a luxury; it is, at its core, a system for
organizational survival. Unlock it, and you have a fighting chance. Your pursuit will
involve change. Big change. It won’t happen overnight, and it will touch everything:
people, process, leadership, and technology. It will involve a culture shift.
To successfully navigate this important climb requires a Sherpa, and Jorgen is one
of the best.
In this book he zooms up to high altitude and looks down at the big forces at work
that will inform your journey. He brings in the voices of the experts and pioneers
who cut the first trails. He makes it personal, based on his direct experience at
NAVTEQ, Intel and other places he has applied his wisdom. He makes it practical—
not with a standard recipe for agility, but rather with some guidance for things to try
and experiments to run.
Jorgen is a good friend of mine on a similar journey. I have chosen the word joy
when I describe my own personal journey to agility. I believe joy is at the heart of any
significant pursuit and can be framed by three simple questions:

1. Who do you serve?

2. What would delight look like for them?
3. And can we sustainably achieve this delight while being proud of the work an
energized team of people created?
 Foreword by Rich Sheridan xxiii

I believe these questions are the key to understanding why you or your company is
actually interested in unlocking agility. I know many people who worked at Borders,
and they loved working there. There were so many others, like me, who loved brows-
ing, drinking Seattle’s Best Coffee, and indulging our book reading habits in those
delightful stores.
Perhaps your organization already provides this level of delight, and you want to
sustain it for years to come. Perhaps you don’t, but you know you have the team and
the energy to change. Perhaps you simply dream of achieving a grand vision for mak-
ing your own kind of dent in the universe. If you do, you will need to unlock agility in
order to thrive in a rapidly changing world. This is the book for you!
Go grab a cup of coffee and start reading! And then proceed to unlock the agility
that will get you to your version of joy!

Rich Sheridan
CEO, co-founder, Chief Storyteller, Menlo Innovations
Ann Arbor, Michigan (Currently occupying the space
that was the first world HQ for Borders Books)
Author of Joy, Inc. – How We Built a Workplace People Love and Chief Joy
Officer – How Great Leaders Elevate Human Energy and Eliminate Fear
This page intentionally left blank
Preface

The immutable laws of business have changed. What we were taught in business
school and offsite executive seminars is no longer effective—if it ever was. It turns
out so-called best practices, detailed customer analysis reports, and expert opinions
are nice inputs, but they are insufficient to win in today’s business environment.
Instead, we’re finding that the traditional barriers to entry are breaking down, forc-
ing enterprises to deal with the threat of constant disruption, ever-changing cus-
tomer demands, and a breakneck speed of technical evolution. How can enterprises
thrive in this environment while continuing to refine their existing processes and
leverage their competitive advantage?
The answer is that they can’t and they shouldn’t. To grow and survive in today’s
business environment, enterprises need to transform how they work so they can
learn faster, adapt quicker, and “embrace change, execute with purpose.” Rather
than taking clues from scientific management and rest on lessons learned from the
industrial revolution, today’s enterprises need to learn from thinking introduced
through knowledge management, complexity theory, and agile software develop-
ment. These movements understood that they did not have all the answers up front
and that creating a habit of changing your habit is critical in complex environments
characterizing today’s world.
But what does this look like? How can an organization that has successfully oper-
ated in a given way for decades learn to fundamentally change how it works and
become more agile? For today’s change leaders, the available guidance is woefully
sparse and mainly falls in two categories: extremely high level or quite prescriptive.
On the one hand, an organization can follow values and principles, but translating
this into a concrete strategy differs greatly from organization to organization. In
other words, although well-intentioned, the values and principles by themselves are
rarely sufficient for people looking to make real change. On the other hand, a num-
ber of frameworks and scaling approaches are available by thought leaders and
consulting firms alike. Although they are concrete and in many cases spell out roles,
processes, and cadences, they often end up being so constraining that they limit the
very goal they are there to implement: business agility.
This is why I wrote this book. The purpose of Unlocking Agility is to give you
that meaningful guidance—that sweet spot between being too high level and too
constraining—so that you can get just enough help along the way to successfully

xxv
xxvi Preface

transform your own organization. I can give you this guidance because I believe prac-
tice informs theory—not the other way around. I have done this work several times
myself (at scale), and I have seen what works and what doesn’t. I have experienced
the patterns that will bring you closer to an agile way of working, and I’ve observed
the harmful behaviors that can stop transformation efforts in their tracks. I have
learned from my successes and from my many failures—and from those of my
trusted colleagues in the agile community.
More importantly, I have seen that agility indeed is possible and that agile enter-
prise transformation is much more than hype—it is very real, and it can provide tre-
mendous benefits to businesses and the people working there. When you hear the
buzz of teams collaborating, when people share a common purpose, and when invis-
ible energy permeates the very walls of the company, you can literally sense business
agility in action—and it’s a beautiful experience I want everyone to have.

Goals and Methods

The goal of the book is to provide you with what you need to align your organiza-
tion’s operational strategy with its business strategy. This means you’ll understand
why agile ways of working can benefit a business in certain contexts, but also recog-
nize where optimizing for agility may not be appropriate. You’ll have a good under-
standing of the five dimensions of agility and how they need to be considered (as a
whole) so you can create a lasting and meaningful change to the organization. You’ll
be able to recognize successful patterns of adoption and outline an operating model
and strategy toward enterprise agility. But this book is not a how-to guide; it’s not a
step-by-step guide to agility. That would not only be impossible; it would be
irresponsible—transforming an organization is a complex endeavor that cannot be
neatly planned up front.
As an analogy, this book is meant to prepare you to become a chef, not a cook. A
cook is able to follow instructions from a recipe and repeat a process that has already
been done many times before. This works well when the outcome is known and the
process (cooking, in this case) is simple. Chefs, however, can follow procedures and
processes in an expert manner (and often do so, when appropriate), but they also
understand the fundamental reasoning behind the instructions and can adjust the
process to create their own recipes when the context changes. Chefs ultimately write
their own cookbooks.
 Preface xxvii

Who Should Read This Book?

The target audience for this book is change leaders—people who recognize that the
way companies are currently operating is not sustainable in today’s business environ-
ment and want to improve the way organizations create products, deliver services,
and produce value for their customers. More specifically, this book is meant for exec-
utives, program managers, and change agents who will define a transformation strat-
egy and remove impediments to agility across the organization.
Leaders from areas outside of IT will find this book particularly interesting. HR,
Marketing, and Finance are areas of the business that have not traditionally had a
large role in agile transformation efforts; this book makes the case that they are an
essential part of it.

How This Book Is Organized

This book has been organized in three main parts, each focusing on a different aspect
of the transformation journey; the why, the what, and the how.
Part I, “The Case for Agility,” focuses on the underlying reasons why an agile way
of working is more appropriate in today’s business environment. It also covers agile
in a historical context and introduces VUCA, the Cynefin framework and implica-
tions of optimizing for flow of value over resources.
Part II, “Five Dimensions of Agility,” covers each of the dimensions in detail and
intends to help the reader understand the implications of how Technology, Organi-
zational Design, People, Leadership, and Culture interact to shape a holistic
approach to enterprise agility.
Part III, “Unlocking Agility,” focuses on how we can take the learnings from the
previous chapters and translate this material into a concrete transformation strategy.
We’ll cover the Agile Working Group (AWG), define an agile operating model, and
provide examples of an organizational impediments backlog as part of a strategic
transformation roadmap.
Each chapter contains a number of curated resources that I’ve found relevant to
the topics discussed in the chapter. In addition, I’ve included a Q&A section with
questions that I often get in my work as a consultant and change leader; I believe
some of these will be both entertaining and informative.
xxviii Preface

Chapters 1 through 10 cover the following topics:

• Chapter 1, “The Agile Imperative”: Provides the reader with the underpin-
nings of a business case for agility; why working in an agile manner is more
important today than ever. We’ll cover the historical context for the creation
of the Agile Manifesto and its implications beyond the world of software
development.
• Chapter 2, “Enterprise Agility”: Provides a definition and clarifies that busi-
ness agility entails balancing building the right thing, building it right, and
building it at the right speed, optimizing for flow and its implications.
• Chapter 3, “Technology”: Covers tools, techniques, and methods that are
important considerations as part of a transformation strategy. While not
intended to be exhaustive nor comprehensive, we’ll cover a number of tools
and methods, clarifying the context where they are most useful.
• Chapter 4, “Organizational Design”: Covers not only the physical work-
space design considerations for working in a more agile manner, but also the
organizational structures. We’ll cover traditional structures, as well as more
emergent ones, and discuss benefits and drawbacks of each.
• Chapter 5, “People”: Discusses the skills, knowledge, and abilities required
of people working in agile environments and their implications. We’ll also
cover the impact to HR and its role as an enabler of enterprise agility.
• Chapter 6, “Leadership”: Focuses on the critical implications of leadership
in an agile environment. We’ll cover Level 5 and Teal leadership and describe
Beyond Budgeting, a leadership and management model optimized for business
agility.
• Chapter 7, “Culture”: The last and most important of the five dimensions
of agility, this chapter covers the profound impact of culture to a successful
transformation. We’ll cover a few essential cultural models and provide a way
to change behavior—and in effect, culture—through metrics.
• Chapter 8, “Building Your Organization’s Agile Working Group”: Explores
what it takes to establish the AWG, the engine of agile enterprise transforma-
tion. We’ll cover the characteristics of the AWG, where it belongs on the org
chart, and how career paths of the people of the AWG may look in the longer
term.
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 The will of the testator has a broad and favourable
interpretation.

Voluntas ultima testatoris est perimplenda secundum veram

intentionem suam.
The last will of a testator, is to be fulfilled according to
its true intention.
EXPLANATORY NOTE of the MAXIMS
& RULES.

It will be observed, that this work is alphabetically arranged. At first

the author did not intend to refer to the authorities of the Maxims and
Rules, and it was not till after the printing was far advanced, that he
formed that resolution: but this obliged him, with great labour, to
make out the extensive appendix of reference in the end of the work,
consisting of ten close pages, and embracing, as will be seen, from
40 to 50 most eminent and distinguished authorities; and that they
may be easily found, the appendix refers to the pages of the book, in
their order, and the numbers of each page, from the top downwards.
 APPENDIX

OF

REFERENCES TO THE PAGES AND NUMBERS,

OF THE PRECEDING MAXIMS AND RULES.

Page 1. No. 1. Co. Lit. 365—2. Wing. 265—3. McD.—4. Hob. 336—
5. Co. Lit. 18.
Page 2. No. 1. Co. Lit. 11—2. 5 Co. 18—3. Jenk. Cent. Lib.—4. 2
Inst. 533, Loft 236—5. 12 Co. 25—6. 11 Co. 6—7. Co. Lit. 152, Loft
278—8. Ersk. b. 2, t. 1, § 30—9. 3 Inst. 139—10. Loft 72—11. Hard.
139.
Page 3. No. 1. Moor 817—2. Co. 146—3. Loft 623—4. Ersk. b. 1, t.
7, § 46—5. 3 Inst. 202—6. Jenk. Cent. 69—7. Loft 37—8. Ibid. 177—
9. Vinn. Com. 756—10. Loft 460.
Page 4. No. 1. Bacon, Loft 611—2. Hob. 153, Loft 478—3. Homes L.
T. 232.—4.... 5. Hob. 103—6. Loft 102—7. Ibid. 458—8. Ibid. 103—
9.—10. Loft 227.
Page 5. No. 1. 2 Inst. 137, Wing. 116—2. Loft 641—3. Ibid. 48—4.
Ibid.—5. McD.—6. Loft 479—7. Stair of obli. p. 20—8. Loft 179.—9.
3 Inst. 201—10. Loft 499—11 Ibid. 496.
Page 6. No. 1. Loft 500—2. Ibid. 498—3. Co. Lit. 24.—4. Plow. 375
—5. Co. Lit. 24, Loft 378—6. Hob. 224, Loft 626—7. Ibid. 362—8.
Ibid. 84—9. Ib. 390—10. Ib. 385—11. Ib. 393.
Page 7. No. 1. Loft 536—2. Ib. 535—3. Ib. 397—4. Ib. 383—5. Ib.
495—6. Loft 379—7. Ib. 369—8. Ib. 387—9. Ib. 388—10. Ib. 391.
Page 8. No. 1. Loft 392—2. Ib. 375—3. Ib. 376—4. Ib. 368—5. Ib.
501—6. Ib. 503—7. Ib. 497—8. Ib. 386—9. Ib. 373—10. Gilb. 136,
Loft 363—11. Ib. 382.
Page 9. No. 1. Loft 372—2. Ib. 637—3. Ib. 502—4. Ib. 380—5. Ib.
374—6. Bac., Loft 609—7. Co. Lit. 177, Loft 39—8. 9 Co. 56—9....
10....
Page 10. No. 1. 5 Co. 80—2. Loft 207—3. Hob. 163—4. Inst. Ulp. b.
76 l. 106, b t—5. Co. Lit. 141—6. Jenk. Cent. fol. 16—7. 4 Inst. 279
—8. 1 Chan. Cas. 45, Loft 482—9. Inst. Ulp. b. 35—10. 5 Co. 40.
Page 11. No. 1. Inst. 172, Paul. b. 5—2. 10 Co. 59—3.... 4. Loft 248
—5. Bacon—6. Loft 249—7. McD.—8. Co. Lit. 303.
Page 12. No. 1. Fortese c. 42—2. 7 Co. 16—3. L. 19, d. off. Præs.—
4. 3 Buls. 67—5. Loft 422—6. Co. Lit. 304, Loft 451—7. 2 Buls. 79—
8. 4 Inst. 274.
Page 13. No. 1. Co. Lit. 395—2. 6 Co. 60, Wing. 250—3. Jenk. Cent.
281—4. Co. Lit. 191—5. Co. Lit. 254—6. Co. Lit. 92—7. Co. Lit. 258
—8. 2 Inst. 574.
Page 14. No. 1.... 2. Hob. 343—3. Co. Lit. 264—4. Ersk. b. 4, t. 4 §
30—5. 4 Co. 26, Loft 488—6. Hob. 148—7. Loft 489.
Page 15. No. 1. Loft 436—2. Jenk. Cent. 168—3. Loft 243—4. Ib.
490—5. Co. Lit. 36—6. 4 Co. 15.
Page 16. No. 1. Domat l. 18—2. 9 Co. 53—3. Gal. b. 18, l. 57, b t—
4. 2 Inst. 285—5. Chan. Prie. 329—6. Loft 49—7. 2 Inst. 304.
Page 17. No. 1. Co. Lit. 289—2. 4 Co. 15, Loft 49—3. Co. Lit. 34—4.
11 Co. 68—5. Hob. 144, 491—6. Co. Lit. 260.
Page 18. No. 1. Loft 119—2. 4 Co. 66—3. Ersk. b. 1, t. 1, § 57—4. 5
Co. 37—5. Jenk. Cent. 28—6. Jenk. Cent. 52—7. 1 Co. 99—8. Loft
326—9. 5 Co. 57.
Page 19. No. 1.... 2. Loft 328—3. Hob. 99—4. Co. Lit. 303—5. 9 Co.
47, Loft 277—6. Hob. 155, Loft 492—7. 11 Co. 49, Wing. 29, Loft
443—8. Co. Lit. 70, Loft 62—9. Loft 220.
Page 20. No. 1. St. Tit. 11, Libera. p. 157, Ersk. b. 3, t. 4, § 5—2. Loft
35—3. 8 Co. 127—4. Loft 419—5. Ib.—6. Bac., Loft 612—7. 3 Co.
81—8. Loft 508.
Page 21. No. 1. Loft 297—2. 3 Inst. 181—3. Jenk. Cent. 161—4. 4
Inst. 240, Loft 509—5. Loft 448—6. Jenk. Cent. 279—7. Co. Lit. 201.
Page 22. No. 1. L. 7, § 2, H de-cond furt—2. Co. Lit. 201—3. Loft
511—4. 8 Co. 90—5. Loft 510.
Page 23. No. 1. Loft 511—2. Loft 630—3. Loft 510—4. Ib. 632—5.
Ib. 512—6. Ib. 645.
Page 24. No. 1. Jenk. Cent. 102—2. H. Co. 30—3. 10 Co. 48—4.
Co. Lit. 295—5. Moor 764—6. Co. Lit. 295—7. Loft 234.
Page 25. No. 1. Co. Lit. 295—2.... 3. Loft 513—4. Ib. 483—5. Ib. 633
—6. Loft 514.
Page 26. No. 1. Loft 73—2.... 3. 6 Co. 22—4. Stair t. 4 Conj. ob. p.
31—5. Co. Lit. 126, Wing. 481, Loft 69—6. 5 Co. 80—7. Loft 515—8.
L. 47 ff. t.—9. Loft 517.
Page 27. No. 1. Loft 516—2. Ib. 519—3. Co. Lit. 183—4. Loft 518—
5. Ib. 338—6. Co. Lit. 113—7. Dav. 33.
Page 28. No. 1. Loft 335—2. 2 Inst. 18—3. Jenk. Cent. 273—4. Lit.
Sect. 169—5. 4 Co. 18—6. 6 Co. 67—7. Loft 339.
Page 29. No. 1. Loft 340—2. Ib. 337—3. Ib. 341—4. Co. Lit. 113—
5.... 6. Jenk. Cent. 119—7. Loft 336—8. Jenk. Cent. 274—9. 2 Inst.
11.
Page 30. No. 1. Ersk. b. 2, t. 8, § 14—2. Dom. l. 23—3. Ib. l. 29—4.
Ersk. b. 3, t. 7, § 37—5. 2 Inst. 252—6. Loft 522—7. Hob. 167.
Page 31. No. 1. Loft 308—2. Jenk. Cent. 132—3. Co. Lit., Wing. 746
—4. Bacon—5. Loft 302—6. Ib. 305—7. Ib. 299.
Page 32. No. 1. Hob. 59, Loft 523—2. Just. Gajus b. 26—3. 2 Inst.
479—4. Loft 432—5. Ib. 428—6. Ersk. b. 4, t. S, § 103—7. Loft 434
—8. Ib. 524—9. 11 Co. 52.
Page 33. No. 1. Loft 110—2. Dom. l. 2—3. Loft 604—4.... 5. 1 Co. 71
et Loft—6. Dom. l. 163—7. Co. Lit. 43, Loft 273—8. 2 Inst. 493.
Page 34. No. 1. L. 50 b t—2. 2 Inst. 208 l. 36 b t—3. Loft 370—4. Ib.
603—5. Dom. l. 126 § 2 v. inf. b. 98—6. L. 178 b t—7. Loft 494—8.
Ibid. 493.
Page 35. No. 1. Loft 480—2. 4 Inst. 50—3. 1 Buls. 6—4. Loft 354—
5. Ib. 112—6. Ib. 423—7. Ersk. b. 3 t. 3 § 93.
Page 36. No. 1. Loft 271—2. Ersk. b. 1 t. 7 § 36—3. Loft 306—4. Ib.
529—5. Ib. 91—6. Ib. 67—7. Ib. 63—8.... 9. 2 Inst. 597.
Page 37. No. 1. 3 Inst. 55—2. Noye, Wing. 66—3.... 4. Loft 525—5.
Co. Lit. 210—6. Loft 526—7. Ib. 2—8. Ib. 199—9. Ib. 334.
Page 38. No. 1. Loft 333—2. Ib. 262—3. Ib.—4.... 5. Loft—6. 10 Co.
140—7. Dav. 69—8. Loft 530—9. Ersk. b. 4 t. 4 § 108.
Page 39. No. 1. Leon. 243, Loft 531—2. Ib. 531—3. Ib. 33—4. Inst.
173, Paul. lib. 6—5. Loft 90—6. Ib. 532—7. Stair Tit. 13 Repara p. 95
—8. Loft 532—9.... 10. Ersk. b. 2 t. 1 § 4.
Page 40. No. 1. Loft 24—2. Ib. 226—3. L 61, b t—4. 3 Co. 81, Loft
533—5. L. 82—6.... 7. Jenk. Cent. 109—8. Davis 75 b, Loft 134.
Page 41. No. 1. Loft 257—2. 2 Inst. 161, Loft 122—3. Ersk. b. 2 t. 1
§ 1—4. Co. Lit. 368—5. Loft 404—6. Ib. 559—7. Bacon—8. Inst. Ulp.
b. 23.
Page 42. No. 1. Dom. L. 64—2. Inst. Hermos b. 3—3. Loft 635—4.
Ib. 204—5. Loft 309—6. Wing. 226—7. Inst. Ulp. b. 3—8....
Page 43. No. 1. 6 Co. 53—2. Loft 485—3. Ib. 535—4. Ib. 577—5.
Doct. et stud. c. 40—6. Reg. Jur. Civ. Gilb. 14—7. Dom. l. 1 § 2—8.
Loft 469.
Page 44. No. 1. 11 Co. 41, Loft 321—2. 2 Buls. 189—3. Loft 462—4.
Ib. 230—5. 2 Inst. 49—6.... 7. L. 20 de accus.—8. Loft 181.
Page 45. No. 1. Loft 96—2. Ib.—3. Pl. Com. 305, Loft 185—4. 3 Inst.
212, Loft 135—5. L. 195 b t—6. Co. Lit. 810—7. Co. Lit. 210, Loft
537—8. Dom. L. 67, Ersk. b. 1 t. vi § 16.
Page 46. No. 1. Bacon’s law tracts 93, Loft 527—2. Loft 153—3. L.
140 § 2 ff. de verb. oblig.—4. Dom. l. 19—5. Loft 213—6. Just. Paul
b. 3.
Page 47. No. 1. 4 Inst. 279—2. 9 Co. 48—3. Loft 441—4. 3 Inst. 14,
Loft 83—5. L. 125 b t—6. Loft 538—7. L. 108 iii b t—8. Loft 473.
Page 48. No. 1. Loft 540—2.... 3. Loft 541—4. Ib. 542—5. Dom. l. 4
§ 1—6. L. 2 b t—7. Loft 456—8....
Page 49. No. 1. Loft 572—2. Ib. 624—3. Ib. 364—4. 1 Vern. 240,
Loft 544—5. Cro. Car. 550—6. 3 Co. 78, Loft 116—7. Loft 89—8.
Just. Papin. 132—9. Loft 545.
Page 50. No. 1. Vide merito Loft 143—2. Ersk. b. 4 t. 1 § 69—3. Loft
563—4. Just. Pomb. b. 34—5. Loft 138—6. 3 Inst. 76, Loft—7. 3
Inst. 76.
Page 51. No. 1. Reg. Br.—2. Jenk. Cent. 120—3.... 4.... 5. Loft 351
—6. Just. Papin. b. 31, 2 ulst.—7. L. 22 § 1 b t.
Page 52. No. 1. 9 Co. 48—2. 11 Co. 29, Loft 605—3. Ib. 418—4. Ib.
549—5. Co. Lit. 9—6. Jur. Civ. Co. Lit. 237.
Page 53. No. 1. Loft 353—2. Dom. L. 62—3. Loft 174—4. 3 Co. 40—
5. Co. Lit. 22, Loft 547—6. Co. Lit. 7 b—7. Bacon.
Page 54. No. 1. Co. Lit. 386—2. Just. Ulp. 59 B. 3 Desput.—3. Ersk.
b. 2 t. 2 § 12—4. McD.—5. 7 Co. 1—6. 9 Co. 47.
Page 55. No. 1. 9 Co. 9—2. Co. Lit. 164—3. l. 11 b t—4. Jenk. Cent.
40—5. 3 Inst. 158—6. 2 Inst. 178, Loft 76—7. Jenk. Cent. 207.
Page 56. No. 1. Co. Lit. 385—2. 1 Co. 177—3. 2 Inst. 591, Loft 77—
4. Stair Tit. 12 Real Rights p. 201, 1 Co. 177—5. Loft 552—6. Ib. 10
—7. 1 Co. 177—8. 10 Co. 61.
Page 57. No. 1.... 2. Dom. l. 38—3. Inst. Gaj. b. 7—4. Co. Lit. 352—
5. Co. Lit. 124, Loft 144—6. Loft 97—7. Co. Lit. 29.
Page 58. No. 1. 5 Co. 109—2. L. 185 b t—3. Loft 631—4. Plow. 296
—5.... 6. Loft 638—7....
Page 59. No. 1. Just. Meiscian b. 12—2. Just. Paul. b t—3. 2 Rol.
Rep. 89—4. Loft 433—5. Ib. 399—6. Ib. 40.
Page 60. No. 1. H.H.P.C. 54—2. Loft 228—3. Ib. 429—4. Ib. 132—5.
Wing. 13—6. Hard. 65—7. Co. Lit. 141.
Page 61. No. 1. Co. Lit. 112—2 Dom. l. 172—3. 3 Inst. 210, Loft 133
—4. 3 Inst. 106—5. Wing. 15—6.... 7. Jur. Civ. Cro. Car. 51.
Page 62. No. 1. Just. Paul. b. 6—2. Just. Pomp. b. 22—3. Bacon—4.
Loft 125—5. Ib. 315—6. 2 Inst. 442—7. 11 Co. 85.
Page 63. No. 1. Cro. Car. 64—2. Loft 202—3. Ib. 487—4. Cro. Car.
64, Loft 504—5. L. 5 b t—6. 2 Inst. 3—7. L. 114 b t.
Page 64. No. 1. 1 Vern. 19—2. Inst. Pomp. b. 32—3.... 4. L. 14 b t—
5. L. 90 b t—6. Dom. L. 128 v. inf. L. 54—7. Ersk. b. 2 t. 1 § 24, Loft
436.
Page 65. No. 1. Jenk. Cent. 214, Loft 355—2. Dom. l. t. 155 § 2—3.
Goob. 37—4. Dom. L. 41 § 1—5. 5 Co. 67—6. Dom. l. 2—7. 10 Co.
101—8. Loft 150.
Page 66. No. 1. Loft 194—2. Ib. 304—3. 9 Co. 53—4. L. 12 b t—5.
Loft 558—6. Dom. L. 80—7. Jenk. Cent. 132—8. Dav. 33, Loft 555.
Page 67. No. 1. Loft 521—2. Loft 643—3. Ib. 556—4. Ib. 557—5.
Dom. l. 24—6. Vide Designatio—7. Loft 307—8. Loft 274.
Page 68. No. 1. Loft 461—2. 3 Inst. 181—3. 12 Co. 13—4. Co. Lit.
252—5. Vide Nemo ex Dolo, &c.—6. Loft 229—7. Ib. 520—8. Ib.
256.
Page 69. No. 1. Hob. 123—2. Loft 150—3. Ib. 134—4. Jenk. Cent.
31, Wing. 501—5. 3 Inst. 359, Loft 41—6. Co. Lit. 303, Loft 74—7. 2
Inst. 589—8. 6 Co. 37, Loft 183.
Page 70. No. 1. Loft 162—2. 8 Co. 169—3. Jenk. Cent. 198—4. L.
69 b t—5.... 6. Just. Paul. b. 70—7. Loft 484.
Page 71. No. 1. L. 169 b t—2. Just. Paul. b. 4—3. Loft 180—4. Jenk.
Cent. 58—5. Ib. 45—6. 7 Co. 87.
Page 72. No. 1.... 2. 3 Inst. 147—3. 4 Ib. 279—4. 12 Co. 113—5. 2
Inst. 286—6. 4 Co. 38, Loft 57—7. Jenk. Cent. 75—8. Loft 561. p 73.
Page 73. No. 1. 8 Co. 97—2. Loft 51—3. 2 Inst. 573—4. Loft 42—5.
5 Dyer 12—6. Loft 82—7. 13 Co. 14—8. Loft 47.
Page 74. No. 1. Loft 560—2. 2 Inst. 341—3. Loft 131—4. 2 Inst. 380
—5. Loft 317—6. Ib. 562—7.... 8. Loft 563—9. Dom. l. 8.
Page 75. No. 1. Co. Lit. 130 ... 2. Ib. 181 b—3. L. 8 b t, Loft 315—4.
Jenk. Cent. 68—5. 4 Inst. 279—6. Dom. l. 206—7. Loft 147—8. Ib.
331.
Page 76. No. 1. Loft 332—2. Dom. l. 1—3. 7 Co. 12—4. Dom. l. 38—
5. Co. Lit. 24—6.... 7. Stair t. 14 Superior p. 301, Ersk. B. 2 f. 7 sect.
3.
Page 77. No. 1. 4 Inst. 279—2. 2 Inst. 56, Loft 88—3. Loft 565—4.
Dom. l. 10—5. Buls. 199—6....
Page 78. No. 1.... 2. 4 Co. ad Lect.—3. 2 Rol. Rep. 410, 11 Co. 62 B.
63 a—4. Co. Lit. 183—5. Dom. l. 7—6. Jenk. Cent. 7—7. 9 Co. 22—
8. 2 Inst. 618—9. Jenk. Cent. 36—10. 2 Inst. 689, Loft 232.
Page 79. No. 1. Loft 117—2. Ib. 12—3. Ib. 573—4. Ib. 85—5.... 6. 2
Inst. 526.
Page 80. No. 1. Co. Lit. 319 b—2. 2 Inst. 587, Loft 101—3. Loft 65—
4. Ib. 8—5. 11 Co. 90—6. Loft 642—7. Ib. 98—8. 5 Co. 21, Wing.
600—9. Loft 569—10. Jenk. Cent. 22.—11. Ib. 17.
Page 81. No. 1. Hob. 96—2. Loft 123—3. 1 Co. 87—4. 9 Co. 54—5.
Loft 247—6. Ib. 352.
Page 82. No. 1. Lit. Epilogue—2. Jenk. Cent. 284—3. Ib. 35—4. Co.
Lit. 78—5. Loft 269—6. Ib. 61—7. Ib. 574—8. Ib. 224.
Page 83. No. 1. Loft 342—2. Co. Lit. 116—3. Just. Paul. b. 2—4 Loft
345—5. Inst. 122, Gaj. Lib. 5 Prov.—6. Loft 546.
Page 84. No. 1. Loft 610—2. Jur. Civ.—3. Co. Lit. 115—4. Cro. Car.
117—5. Loft 334—6. Ib. 276.
Page 85. No. 1. 9 Co. 48—2. Loft 617—3. Loft 231—4. Ib. 136—5. 4
Co. 72—6. Loft 576—7. Lit. Sect. 212—8. Loft 629.
Page 86. No. 1. Jenk. Cent. 53—2. 7 Co. 40—3. Ib. 67, Co. 13—4.
Ersk. b. 1 t. 6 § 3—5. Jur. Civ.—6. Loft 51—7. 4 Inst. 180—8.... 9. 3
Inst. Epil.
Page 87. No. 1. Co. Lit. 337, Loft 313—2. Ib. 318—3. Ib. 395—4. Ib.
129—5. 2 Inst. 53—6. Ersk. b. 2 tit. 1 § 26—7. Loft 440.
Page 88. No. 1. 4 Co. 45—2. Loft 346 ... 3. Co. Lit. 365, Wing. 748—
4. Loft 457—5. Lit. Co. 337—6. Ersk. b. 1 t. 7 § 43—7. 3 Buls. 143.
Page 89. No. 1. Inst. Pomp. b. 28—2. Ersk. b. 3 t. 2 § 40—3. Loft 18
—4. 3 Inst. 24, Loft 146—5. Loft 427—6. Ib. 426—7. Co. 78, Loft 296
—8. Ib. 578—9. 11 Co. 86.
Page 90. No. 1. Jenk. Cent. 51—2. Ersk. b. 1 t. 6 § 32—3.... 4. Loft
281—5. Ib. 280—6. 4 Inst. 384—7. Co. Lit. 15, Loft 579.
Page 91. No. 1. 2 Inst. 479—2. 2 Inst. 219, Loft 71—3.... 4. Hob. 144
—5. Co. Lit. 79—6. Jenk. Cent. 66—7. Loft 621.
Page 92. No. 1. Loft 620—2. Bacon—3. 10 Co. 61—4. Ib.—5. Plow.
18—6. Bacon, Loft 259—7. H.H.P.C. 54—8. 2 Inst. 326.
Page 93. No. 1. Hob. 144, Loft 113—2. Ib. 87—3. Ib. 580—4. Ib. 581
—5. Ib. 155—6. Ib. 173—7. 3 Co. 59—8. Loft 430.
Page 94. No. 1. Loft 431—2. 4 Inst. 275—3. 2 Inst. 66, Loft 322—4.
Dom. l. 151—5. Jenk. Cent. 250—6. 4 Co. 45—7. 5 Co. 61.
Page 95. No. 1. 12 Co. 113—2. Jenk. Cent. 4—3. Co. Lit. 263, Wing.
592—4. Just. Ulp. b. 6—5. Loft 582—6. Ib. 142—7. Jur. Civ.—8. L.
43 b t.
Page 96. No. 1. Dom. l. 134 § 1—2. Loft 53—3. Ib. 287—4. L. 1 71 b
t—5. Loft 454—6. Dom. l. 4—7. Jenk. Cent. 8—8. Dom. L. 37.
Page 97. No. 1. Loft 197—2. Ersk. b. 1 t. 7 § 33—3. Loft 201—4.
Just. Paul. b. 12—5. L. 54 b t—6. Loft 29—7. Ib. 311—8. Gilb. Ten.
142—9. Jenk. Cent. 237.
Page 98. No. 1. Just. Ulp. b. 1—2. Ersk. b. 2 t. 8 § 9—3. Dom. l. 75 b
t—4. L. 575 b t—5. Loft 5—6. Co. Lit. 309, Wing. 56—7. Ersk. b. 2 t.
1 § 30.
Page 99. No. 1. Just. Ulp. b. 15—2.... 3. Loft 437—4. Co. Lit. 304,
Wing. 479—5. Loft 182—6. 3 Buls. 173—7. Wing. 336.
Page 100. No. 1. Loft 439—2. Ib. 30—3. Wing. 665—4. Ersk. b. 4 t.
1 § 52—5. Ib. b. 4 t. 4 § 94—6. Wing. 486, Loft 361—7. Dom. l. 145
—8. Dom. l. 10.
Page 101. No. 1. Loft 55—2. Jur. Civ.—3. 11 Co. 21—4. 4 Co. 93—
5. Inst. Paul. b. 8—6....
Page 102. No. 1. 9 Co. 9—2. McD.—3. Co. Lit. 97—4. Ib.—5. L. 35 b
t.
Page 103. No. 1. 2 Inst. 359—2. 1 Co. 100—3. 2 Inst. 63—4. Ersk.
b. 2 t. 9 § 37, L. 35 b t—5. Loft 93—6. Ib. 394—7. Ib. 465—8. Ib. 95.
Page 104. No. 1. Loft 244—2. Ib. 614—3. Ib. 343—4. Ib. 92—5. Inst.
Ulp. b. 13—6. 3 Inst. 217—7. Lit. 116 § 1 b t.
Page 105. No. 1. Loft 467—2. Ib. 258—3. Inst. 175, Paul. b. 11—4.
L. 74 b t—5. L. 21 b t—6. Dom. l. 41—7. 5 Co. 60.
Page 106. No. 1. Just. Ulp. b. 44—2. 1 Rol. Rep. 226—3. Co. Lit.
243—4. Loft 11—5. Ib. 329—6. Ib. 472—7. L. 85 b t.
Page 107. No. 1. L. 176 b t—2. Loft 608—3. Ib. 275—4. Ib. 26—5.
Ib. 16—6. Ib. 225—7. L. 81 b t.
Page 108. No. 1. Loft 584—2. Inst. Ulp. b. 19—3. Loft 613—4. Just.
Gaj. b. 15—5. Just. Papin. b. 2—6. Inst. 116 Ulp. l. 11—7. 10 Co. 42.
Page 109. No. 1. Ersk. b. 3 t. 4 § 93—2. Loft 223—3. Plow. 309—4.
Co. Lit. 78—5. Loft 466.
Page 110. No. 1. Loft 618—2. Co. Lit. 394—3. Loft 130—4. Ib. 245—
5. Ib. 64—6. Inst. Paul. b. 5—7. Loft 36—8. Co. Lit. 222.
Page 111. No. 1. 4 Co. 71—2.... 3. Co. Lit. 317—4. Loft 597—5. Ib.
11—6. 2 Inst. 273, Jenk. Cent. 83—7. Co. Lit. 148—8. 3 Inst. 138.
Page 112. No. 1. 4 h 7 4—2. L. 55 b t—3. Ersk. b. 4 t. 4 § 85—4. L.
138 § t b t—5. 4 Inst. 84—6. Co. Lit. 375—7. Ersk. b. 3 t. 7 § 12—8.
4 Inst. 84, Loft 268.
Page 113. No. 1. L. 30 b t, Jur. Civ., Co. Lit. 53—2. Ersk. b. 4 t. 2 §
24—3. 11 Co. 100—4.... 5. Co. Lit. 392—6. Loft 59—7. Co. Lit. 78.
Page 114. No. 1. Ersk. b. 1 t. 7 § 32—2. Jur. Civ.—3. Co. Lit. 247,
Loft 205—4. Loft 356—5. 3 Co. 29—6. Loft 172—7. Ib. 282.
Page 115. No. 1. 8 Co. 127—2. Loft 128—3. Co. Lit. 6—4. Loft 389
—5. Ib. 107—6. Co. Lit. 232—7.... 8. Inst. Ulp. b. 1.
Page 116. No. 1. Inst. Gaj. b. 1—2. Co. Lit. 112—3. Loft 215—4. Co.
Lit. 226—5. 2 Inst. 123—6. Loft 190—7. L. 202 b t.
Page 117. No. 1. Loft 121—2. 2 Buls. 338—3. Loft 206—4. Ib. 118—
5. L. 138 b t—6. Loft 152—7. Loft 237.
Page 118. No. 1. 8 Co. 169—2. 2 Inst. 282—3. 4 Inst. 75—4. Ersk.
b. 2 t. 3 § 27—5. 7 Co. 23, Loft 585—6. Dom. L. 6 § 7.
Page 119. No. 1. Loft 193—2. Ib. 192—3. Ersk. b. 2 t. 6 § 50—4. Co.
Lit. 166—5. Loft 267—6. Ib. 113—7. Ib. 449.
Page 120. No. 1. 4 Inst. 64—2. Loft 222—3. 3 Co. 59—4. Ersk. b. 4
t. 4 § 90—5. Loft 319—6. Ib. 435—7. 4 Inst. 64.
Page 121. No. 1. Loft 528—2. Fortescue cap. 42—3. Ersk. b. 2 t. 1 §
14—4. Co. Lit. 123, Ersk. b. 1 t. 6 § 49—5. Ersk. b. 3 t. 8 § 10—6. 3
Inst. 20—7. Co. Lit. 207.
Page 122. No. 1. Loft 126—2. Co. Lit. 344—3. Ersk. b. 2 t. 11 § 65,
Loft 75—4. Lit. § 386—5. 4 Inst. 50—6. Loft 105—7. Ib. 56—8. Co.
Lit. 379, Loft 56.
Page 123. No. 1. Loft 46—2. 3 Inst. 166—3. Bacon—4. Loft 570—5.
Ib. 290—6. Co. Lit. 16—7. Loft 348.
Page 124. No. 1. Loft 416—2. Ib. 417—3. Ib. 415—4. Ib. 398—5. Ib.
414—6. Ib. 413—7. Ib. 410.
Page 125. No. 1. Loft 401—2. Just. Pomp. b. 11—3. Ersk. b. 1 t. 6 §
29—4.... 5. Loft 264—6. 5 Co. 99—7. 4 Inst. 279, Loft 111—8. Co. §
31.
Page 126. No. 1. 4 Inst. 160—2. Loft 139—3. Ib. 120—4. 2 Inst. 198
—5. 3 Inst. 220—6. Loft 198—7. Hob. 154—8. Ersk. b. 3 t. 1 § 18.
Page 127. No. 1. Loft 4—2. Ib. 17—3. Ib. 265—4. Ib. 175—5. Ib. 588
—6. Ersk. b. 1 t. 1 § 19.
Page 128. No. 1. Loft 19—2. Stair—3. Loft 293—4. 3 Buls. 199—5.
Bac. 6, Co. Lit. 113, Loft 425—7. Ib.
Page 129. No. 1. Loft 288—2. Bacon—3. Loft 366—4. Ib. 104—5.
Co. Lit. 99—6. Jenk. Cent. 56—7. 10 Co. 88, Wing. 728—8. Loft 7.
Page 130. No. 1. 2 Buls. 312—2. Ersk. b. 1 t. 2 § 27—3. 2 Inst. 19—
4.... 5. 3 Co. 40—6. Loft 209.
Page 131. No. 1. Jenk. Cent. 138—2. L. 45 § 1 b t—3. Jenk. Cent.
85—4. Bac.—5. Stair t. 7 Rest. p. 79, Office of exec. 166—6.... 7.
Inst. lib. 2 t. 20 text—8. Co. Lit. 283, Loft 140.
Page 132. No. 1. Loft 266—2. 9 Co. Lit.—3. Loft 590—4. Ib. 15—5.
Jenk. Cent. 136—6. Co. Lit. 65, Loft 156—7....
Page 133. No. 1. 5 Co. 49—2. 4 Co. 14—3. Jenk. Cent. 221—4. Ib.
29—5. 12 Co. 75—6. L. 81 b t.
Page 134. No. 1. Co. Lit. 205—2. Loft 475—3. Dom. L. 73 § 3—4.
Loft 591—5. 6 Co. Lit—6. Jenk. Cent. 29.
Page 135. No. 1. 3 Buls. 132—2. Loft 592—3. 4 Co. 78—4. Finch 74
—5. Ersk. b. 3 t. 1 § 25—6. Ib. b. 1 t. 7 § 32—7. 2 Inst. 689.
Page 136. No. 1. Loft 459—2. Ib. 279—3. Co. Lit. 183—4. 3 Inst.
220—5.... 6 Jur. Civ.—7. 2 Inst. 564.
Page 137. No. 1. 4 Inst. 330—2. Loft 445—3. Ib. 79—4. Co. Lit. 223
b, Wing. 618—5. 2 Inst. 48.
Page 138. No. 1. 8 Co. 154—2. 5 Co. 47—3. 2 Inst. 326, Hob. 234—
4. 2 Inst. 83—5. Loft 283.
Page 139. No. 1. 10 Co. 101—2. Co. Lit. 295—3. Loft 639—4. 7 Co.
9—5. 3 Inst. 26—6. Co. Lit. 161.
Page 140. No. 1. Loft 178—2. Ib. 371—3. 6 Co. 52—4. Loft 310—5.
Ib. 360—6. Loft 124—7. Ib. 359.
Page 141. No. 1. 2 Inst. 470—2. 3 Buls. 227—3. Loft 210—4. Ib. 408
—5. L. 18 b t—6. Loft 202—7. 10 Co. 51.
Page 142. No. 1. Inst. Paul. b. 22—2. Loft 211—3. Ib. 640—4. Ib.
447—5. Co. Lit. 258, Loft 163—6. 12 Co. 59—7. Co. Lit. 283, Loft
44.
Page 143. No. 1. L. 42 b t—2. Ersk. b. 3 t. 8 § 26—3. Loft 161—4.
Reg. Jur. Civ.—5. Loft 644—6. 7 Co. 27.
Page 144. No. 1. 2 Inst. 173—2. Hob. 336—3. 3 Inst. 27—4. 4 Inst.
Epil.—5. Loft 141—6. Ib. 84—7. 2 Inst. 146, Loft 170—8. Loft 550.
Page 145. No. 1. Jenk. Cent. 271—2. 2 Inst. 303, Loft 168—3. 2
Inst. 305—4. Loft 171-r-5, Ib. 407—6. Co. Lit. 161—7. 2 Inst. 81, Loft
320—8. Loft 402.
Page 146. No. 1. Loft 27—2. Jenk. Cent. 126—3. Cary’s Rep. 133—
4. Co. 258—5.... 6. Gilb. 85—7. Co. Lit. 14, Loft 58—8. 8 Co. 59.
Page 147. No. 1. Cro. Car. 317—2. Loft 196—3. Ib. 200—4. L. 63, b
t—5. Co. Lit. 158 b—6. Loft 625—7. Ib. 137.
Page 148. No. 1. Jenk. Cent. 32—2. 20 H c. 13 b. 9, Mod. 38—3.
Jenk. Cent. 58—4. Loft 409—5. Stair t. 13 Infeft. p. 242—6. Co. Lit.
158 b, Loft 159—7. Loft 463—8. 2 Inst. 107.
Page 149. No. 1. 4 Inst. 66—2. Loft 99—3. Ib. 593—4. Co. Lit. 344—
5. 10 Co. 70—6. Ersk. b. 3 t. 3 § 47—7. Loft 305.
Page 150. No. 1. Jur. Civ.—2. 2 Inst. 183, Wing. 483, Loft 294—3.
Ersk. b. 4 t. 1 § 15—4. Loft 34—5. Ib. 54—6. 2 Rol. Rep. 21—7. L.
73 per b t.
Page 151. No. 1. 4 Co. 2—2. Loft 166—3. L. 29 b t—4. Dom. l. 32—
5. 3 Co. 78—6. Loft 622.
Page 152. No. 1. 4 Co. 31—2.... 3. 2 Inst. 662—4. Loft 387—5. Dom.
l. 24—6. 10 Co. 113—7....
Page 153. No. 1. Loft 525—2. 2 Rol. Rep. 502—3. Co. Lit. 178—4.
Jenk. Cent. 76—5.... 6. Loft 365—7. 5 Co. 38, Loft 191—8. Loft 324.
Page 154. No. 1. Loft 169—2. Ib. 165—3. Dom. l. 29—4. Loft 66—5.
Ersk. b. 2 t. 1 § 12—6. Ib. b. 2 t. 1 § 9, Stair t. 7 Restit. p. 76—7.... 8.
Loft 647.
Page 155. No. 1.... 2. Loft 270—3. Ib. 149—4. Co. Lit. 49, Loft 284—
5. Loft 282—6. Ersk. b. 3 t. 4 § 16—7. Stair t. 1 com. prin. p. 2—8.
Dom. l. 11.
Page 156. No. 1. 2 Inst. 590—2. Loft 94—3. Jenk. Cent. 14—4. Loft
358—5. Reg. Jur. Civ.—6. Co. Lit. 147, Wing. 24.
Page 157. No. 1. Dom. l. 13 v. l. 27—2. L. 85 § 1—3. Inst. Pomp. b.
11—4. Inst. Ulp. b. 87—5. Loft 43.
Page 158. No. 1. 7 Co. 7—2. 4 Inst. 320—3. Loft 357—4. Co. Lit.
191—5. Bacon, Loft 127—6. 2 Hol. Rep. 296—7. 4 Inst. 84—8. Co.
Lit. 142.
Page 159. No. 1. Loft 22—2. L. 1 ff. de regulis, juris antiqui—3. Co.
Lit. 223—4. 3 Co. 28—5. Loft 477—6. Ib. 141.
Page 160. No. 1. 4 Co. 107—2. 4 Inst., Loft 106—3. Loft 167—4. 2
Salk. 512—5. 3 Inst. 182—6. Ersk. b. 1 t. 1 § 29.
Page 161. No. 1. Co. Lit. 152—2. Ersk. b. 2 t. 11 § 14—3. Co. Lit.
30, Loft 32—4. L. 203 b t—5. Ersk. b. 1 t. 7 § 45—6. Loft 208—7.
Reg. Civ. Just.—8. Loft 240—9. Ersk. b. 1 t. 6 § 32.
Page 162. No. 1. 3 Inst. 220—2. Hob. 99—3. Loft 327—4. Ib. 3—5.
Ib. 23—6. Jenk. Cent. 17—7. Loft 567—8. Ib. 616.
Page 163. No. 1. 4 Co. Ad. Sect.—2. Loft 306—3. Ib. 305—4. Ib. 14
—5. Ib. 298—6. Ib. 20—7. Ib. 9.
Page 164. No. 1. Loft 453—2. Ib. 21—3. Ib. 148—4. Ib. 23—5. Co.
Lit. 99, Loft 6—6. Hob. 143—7. Ersk. b. 1 t. 7 § 39—8. 13 Co. 139—
9. Loft No. 1.
Page 165. No. 1. 4 Inst. 1—2. 4 Inst. 4—3. Jenk. Cent. 168—4. 4
Inst. 163—5. Loft 270—6. Ib. 606—7. Jur. Civ.—8. Dom. l. 17, Pand.
l. 17 De digit.
Page 166. No. 1. Loft 539—2. Inst. Paul. b. 3—3. Cro. Car. 317—4.
L. 56 b t—5. L. 34 b t—6. Just. Ulp. b. 15.
Page 167. No. 1. Just. Ulp. b. 10—2. Loft 109—3. Dom. l. 147—4. 5
Co. 2—5. 4 Co. 14—6. 4 Co. 13.
Page 168. No. 1. 7 Co. 43—2. Ersk. b. 1 t. 7 § 13—3. Ellesm. Pot.
55—4. Ib.—5. Bacon—6. Inst. 454, Loft 50—7. 5 Co. 118—8. 4 Co.
14—9. Loft 214.
Page 169. No. 1. Loft 251—2. L. 92 b t—3. Loft 649, L. 22 b t—4.
Loft 300—5. 10 Co. 113—6. 9 Co. 59—7. L. 38 b t.
Page 170. No. 1. Loft 554—2. 4 Co. 8—3. Co. Lit. 101—4. Dom. l.
47—5. Loft 301—6. Ib. 214—7. Jenk. Cent. 13.
Page 171. No. 1. Loft 295—2. Jenk. Cent. 56—3. 2 Inst. 714, Loft
449—4. Hob. 297, Wing. 712—5. Loft 108—6. Ib. 569—7. Jenk.
Cent. 24—8. 10 Co. 101—9. Jenk. Cent. 119.
Page 172. No. 1. Loft 81—2. Jenk. Cent. 43—3. Loft 80—4. Reg.
Jur.—5. McD.—6. Loft 160—7. Ib. 564—8. Ib. 203—9. Ib. 619.
Page 173. No. 1. Loft 450—2. Ib. 412—3. Ib. 380—4. 1 Co. 52—5. 3
Inst. 305—6. Loft 25—7. Ib. 286.
Page 174. No. 1. Loft 650—2. Co. Lit. 112—3. 4 Inst. 279—4. Jenk.
Cent. 81—5. Loft 250—6. Ersk. b. 4 t. 2 § 26—7. Loft 152.
Page 175. No. 1. Co. Lit. 322, Loft 250—2. Reg. Jur. Civ.—3. Ib.—4.
4 Inst. 279—5. Ib.—6. 4 Inst. 279—7. Loft 598—8. Ib. 188.
Page 176. No. 1. Ersk. b. 2 t. 1 § 18, Dom. l. 20 C. de Pactis—2. Co.
Lit. 118—3. 5 Co. 126—4. 7 Co. 1—5.... 6. Loft 115—7. Ib. 31.
Page 177. No. 1. 4 Co. 93—2. Loft 602—3. Jenk. Cent. 325—4. 2
Inst. 289, Loft 100—5. Loft 291—6. Ib. 242.
Page 178. No. 1. Loft 421—2. Ersk. b. 3 t. 6 § 9—3. Loft 648—4. Ib.
60—5. 7 Co. 18—6. Loft 164—7. Ib. 285.
Page 179. No. 1. 2 Inst. 269—2. Loft 405—3. Ib. 377—4. 2 Inst. 43,
Loft 238—5. Cro. Jac. 42—6. Dav. 69—7. 4 Co. 16, Loft 314—8. 10
Co. 78.
Page 180. No. 1. 6 Co. 47—2. Loft 312—3. Ib. 455—4. Ib. 253—5.
Just. 110, Paul. b. 6 Edict—6. Loft 464.
Page 181. No. 1. 10 Co. 116—2. Co. Lit. 322—3. 4 Co. 118—4. Loft
648—5. Ib. 486—6. Ersk. b. 2 t. 9 § 34—7. 2 Rol. Rep. 39, Ersk. b. 3
t. 4 § 9—8....
Page 182 No. 1. Loft 607—2. Ib. 602—3. McD.—4. Loft 411—5. Ib.
476—6. Ib. 403—7. Ib. 216—8. Ib. 316.
Page 183. No. 1. Loft 219—2. 7 Co. 27—3. Ersk. b. 3 t. 7 § 79—4.
Loft 471—5. Ib. 468—6.... 7. 6 Co. 20.
Page 184. No. 1. Co. Lit. 36—2. Loft 241—3. Loft 599—4. Loft 254—
5. Ib. 349—6. Ib. 474—7. Bacon—8. Loft 246.
Page 185. No. 1. Loft 45—2. 4 Co. 17—3. Loft 350—4. Ib. 601—5.
Ib. 212—6. 1 Ld. Laym. 303—7. 3 Inst. 27—8. Loft 615—9. Co. 20.
Page 186. No. 1. 4 Inst. Epil.—2. Hob. 347, Wing. 672, Stair t.
Repara p. 101—3. McD.—4. Hob. 347, Wing. 672—5. Co. Lit. c b—
6. Jenk. Cent. 27—7. 3 Inst. 176—8. Loft 158—9. Ib. 58.
Page 187. No. 1. Loft 636—2. Inst. 57—3. Plow. 501, Wing. 482,
Ersk. b. 2 t. 5 § 5—4. 3 Inst. 69—5. 4 Co. 61—6. Jenk. Cent. 260—
7. Co. Lit. 322.

THE END.

Wm. BAYNE, Printer,

James’s Court, Edinburgh.
 ERRATA.
Page No. for read
3 2 accuse excuse
5 9 intuo in tuo
7 7 alium sunt
15 1 inducitor inducitur
18 5 de positioni depositioni
31 3 after of private
... 4 ineodem in eodem
32 8 lest less
34 2 after that with
37 9 devisible divisible
44 7 after pass against heirs
trial must three witnesses may be brought [See
54 5
take place, Transcriber’s Note.]
57 2 servus servis
62 7 considentur concedentur
65 3 repetitione repetitioni
... 4 qui quia
67 4 claim clause
69 3 est ut
 75 2 private rights a private right
... 7 aliqui aliquis
76 7 sanguinus sanguinis
... ... questium quæsitum
78 5 permitere permittere
... 7 Anglæ Angliæ
79 1 Æquita æquitatæ
... 3 certe certa
88 6 pacitare placitare
90 1 dictur dicitur
95 3 For or
97 5 haberit haberet
dele to
98 2
himself
100 8 insiderint inciderint
102 5 consersus consensus
104 3 Anglæ Angliæ
105 5 dele not
112 8 ubivalet ubi valet
113 5 peccari peccare
116 4 judici judicii
... 7 injure in jure
118 6 bono bonos
126 5 pœna pœnæ
 133 3 seqarari separari
136 2 que quæ
... 4 qua libet qualibet
137 1 senisse sensisse
... ... perceived intended
147 2 feels—feels reaps—bear
151 3 consensus consensu [See Transcriber’s Note.]
160 3 empire umpire
163 1 dominatur ubi dominatur
170 6 solo sola
171 1 facet facit
176 2 S. viz.
... 3 pravitatio pravitatis
177 2 agree disagree
178 1 standunt standum
181 4 uni ubi
... 6 unumquaque unumquacque
... 7 eadem eodem
182 2 urbi ubi

Transcriber's Note
Items out of alphabetical order have been left as in the original. Some of the Latin maxims
are repeated in the original, but have slightly different translations; these have been left
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