One of the more common anti-patterns of Agile adoption is the misconception that simply following methods such as Scrum will lead to development becoming ‘Agile.'”
© Scaled Agile, Inc.
I couldn’t agree more. In nearly every case over my 20+ year career that I’ve been invited to help scale business agility, “to become Agile – in behavior and nature”, in an enterprise the organization was already struggling with achieving agility using just Scrum and Agile. This is the basis of my often repeated statement, “Agile is dead.”
To my dismay, it is also common for the great technical and business practices and concepts from XP to not exist in the lexicon of the organization. Or, only part of XP is used, often incorrectly. It is shameful that Kent Beck’s work is not more prominent in the space. I’m glad to see that he is becoming more active again recently.
A better coaching approach (than simply proposing Scrum and Agile in a CAS) is to understand the market of tools, best practices, frameworks, et cetera and how to apply them appropriately without bias to customer context to drive better outcomes for the business or organization.
As a continuous learner, this is also why I have so much respect Alex Yakyma’s work with OrgMindset. Thinking tools are needed to properly apply and use complex tools in complex organizations. Alex said something very important and interesting during our last discussion/debate about the topics of “Agile” tools and frameworks. Paraphrasing, he said, “I’m just using everything that I know and all of my skills and experience to help businesses make more money.”
This statement is important because often Agile zealots lose sight of the purpose of business – to create wealth – for the shareholders or beneficiaries of the organization. Agile and Scrum are not the goal.
Furthermore, we often forget that Agile and Scrum start out in a state of death. Agile and Scrum are literally just words on a page. They must be given life.
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