As you explain, the framework is simple. Likewise Scrum, it’s painfully simple.
As Ken Schwaber once said (I believe):
“Scrum is like your mother-in-law, it points out all your faults.”
Each organisation has an enormous untapped potential to deliver more value, more rapidly, more frequently. But reality is different, small and large organizations have and maintain (anxiously) the traditional organizational model.
How difficult is it to transform to a networked organization, stimulating self-organisation and a learning culture? From a scale from 1 to 10, I’d say 10. This kind of organisation design only works if management supports it, management understands and shows the example and the executive support is long lasting.
As Larman puts it: “Organisational culture follows structure” Is this new? No. Can it be done? Yes. Cf. Frederic Laloux’s book “Reinventing organisations”. Cf. Toyota’s lean culture.
Unfortunately (again) for large organisation (I’ve been working in bank); I’m rather pessimistic: it will takes years, may be decades before this kind of organisational design & culture change happens. So, the essence of a “large product” development is its simplicity.
Are other organisations fooling themselves? Those which are adopting “large scale” organizational frameworks? Will they reach the benefits? They will get some benefits yes, but then again: it’s not difficult to gain some improvements in an organisation working for years according to “a previous-century industrial paradigm” (as in manufacturing). But I guess they’ll never reach true “business agility”.
I wish the market conditions would be much tougher: those not adapting are extinguished: the sooner the better.
Scrum is a successful and widespread framework, but at some point almost everyone started to talk about scaling. Large organizations want to spread this miracle and Agilize everyone. Many consider agilizing large organisations as bad, and some say it is inevitable. In any case, opinions are often negative about “big Agile”.
But what exactly is being scaled when we talk about scaling in Scrum or Agile software development? It seems that most imagine growing something larger, usually the number of people, or painting everyone in fake Scrum colours. “I see task boards, task boards everywhere!”. 🙂
Naturally, this triggers negative reactions from the Agile community.
Why would you want to deliver and support a product with multiple teams, when one team is so much more effective?
The first purpose of LeSS (Large-Scale Scrum) is actually descaling through organizational change. Descaling the number of roles, organizational structures, dependencies, architectural complexity, management positions…
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