After looking at senior management's resistance from both the US' and the UK's perspectives in Episode 1 & 2, comparing and contrasting the manifested behaviours of executive resistance to Agile - both overt and covert forms, and seeing how the people perceive and react to them, we now dive deeper into understanding the various sources of senior management resistance.  

Through the US and UK viewpoints, are we going to find the problems divergent across the pond, or are they ubiquitous? And would we be able to find the same solutions to the senior management resistance problem?

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