I fear how people will apply this who have just skimmed or not really understood the intent. Scrum masters and agile coaches are losing their jobs over the past year in droves (and still are) - will this lead to more?
Moving on, I'm wondering how do we emerge from the fire that is scorching all "Agile" some in part due to many broken "Agile" and "value' promised not delivering predominantly where scaling Agile without doing as you mentioned in your article to restructure? To be fair in some cases we had built the internal capability enough that it was time to move on.
So many are hurting from implementation by the "unknowing". Heck I was unknowing until I saw teams hurt by agile implementations and learning how to do better.
I am curious do we already possess the collective intelligence to heal this profession and address above and how to move forward?
By learning to be better I mean build my/our capability to work at the enterprise level which is different than with teams. It's not easy and it takes a few years to build the necessary foundations and experience. Been 6 years and still evolving.
I am not sure where to go however as so many orgs just see this as another “job to be filled”. I ran into a constraint recently and could not get anyone to respond to me and so I referred my manager to it. Not only had he known about this for years but knew of even greater harm this problem caused. The call ended with him thanking me for giving this to him. Whaaaat? So, I’m saddened by such a lack of desire to do the work. Are our colleagues lives of such little value that we don’t need to care to try any more?
If I look at what's occurred past few years, I've noticed 1. one size fits all doesn't work and the delusion that it is easier to manage 2. when it runs up against organisation constraints it breaks/hurts people & teams when trying to normalise. 3. CoE response is to raise it to leadership but neither know how to respond and restructure and what to do to heal while insisting everyone stick to the plan because they paid 1M for it and want results - madness 4. As an external partner sometimes feels like I'm walking a tightrope between CoE and the business. On a few occasions able to please the business but not the CoE - but I served no one well when trying to please both (people pleasing development goal there). Is the tension there because of trust, control, or unknowing?
I fear how people will apply this who have just skimmed or not really understood the intent. Scrum masters and agile coaches are losing their jobs over the past year in droves (and still are) - will this lead to more?
Moving on, I'm wondering how do we emerge from the fire that is scorching all "Agile" some in part due to many broken "Agile" and "value' promised not delivering predominantly where scaling Agile without doing as you mentioned in your article to restructure? To be fair in some cases we had built the internal capability enough that it was time to move on.
So many are hurting from implementation by the "unknowing". Heck I was unknowing until I saw teams hurt by agile implementations and learning how to do better.
I am curious do we already possess the collective intelligence to heal this profession and address above and how to move forward?
By learning to be better I mean build my/our capability to work at the enterprise level which is different than with teams. It's not easy and it takes a few years to build the necessary foundations and experience. Been 6 years and still evolving.
I second the court jester. A jester is neither a joker, nor a fool, some can be very mean - you'd better listen to this one.
https://www.youtube.com/watch?v=g6WRBVuo9Ho&list=PLZxHcSR0-NcVYYsK72YHLm8_dJOU2hk-U&index=11
Haha! Did you compose that? Impressive—if a little mad! ;)
I am not sure where to go however as so many orgs just see this as another “job to be filled”. I ran into a constraint recently and could not get anyone to respond to me and so I referred my manager to it. Not only had he known about this for years but knew of even greater harm this problem caused. The call ended with him thanking me for giving this to him. Whaaaat? So, I’m saddened by such a lack of desire to do the work. Are our colleagues lives of such little value that we don’t need to care to try any more?
If I look at what's occurred past few years, I've noticed 1. one size fits all doesn't work and the delusion that it is easier to manage 2. when it runs up against organisation constraints it breaks/hurts people & teams when trying to normalise. 3. CoE response is to raise it to leadership but neither know how to respond and restructure and what to do to heal while insisting everyone stick to the plan because they paid 1M for it and want results - madness 4. As an external partner sometimes feels like I'm walking a tightrope between CoE and the business. On a few occasions able to please the business but not the CoE - but I served no one well when trying to please both (people pleasing development goal there). Is the tension there because of trust, control, or unknowing?
CoE could be coaching entity, change management, people & talent (HR) or Organisation leadership