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Now that you’ve
read the Five …
When it comes to agile approaches such
as scrum, old ways of working can be hard
to shake off.
Scrumdiddly-
umptious?
Small, independent teams are the lifeblood of agile. Here’s how senior executives can help them thrive.
Getting small
In this edition:
State of Scrum 2017-2018
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State of Scrum 2017-2018
Do you have an agility problem?
Do you have an agility problem?
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Unleashing the power of small, independent teams
Unleashing the power of small, independent teams
Article - McKinsey Quarterly
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Independence
Another indication is whether small, agile teams enjoy the autonomy they need.
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Do you have an agility problem?
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Unleashing the power of small, independent teams
Unleashing the power of small, independent teams
Article - McKinsey Quarterly
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State of Scrum 2017-2018
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Warning sign
How do you know if your organization is struggling with agile? One indication is the time required to carry out basic decisions.
State of Scrum 2017-2018
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Seniority
Small teams thrive when organizations adopt straightforward ideas too often overlooked by leaders who have grown up in more traditional organizations.
Factors causing tensions between scrum teams and organizations,
64
63
43
30
22
Adherence to top-down command-and-control management approaches
Resistance to change
Inability to scale scrum throughout organization
Changing reporting lines between teams
Flattening organizational structure
If somebody has an idea for an acquisition, a good acquisition, even though it’s not clear whether [the company] should do it or not, or what the right price point is—and
a year later you’re still thinking about it? Game over. Too slow.”
“
—Aaron De Smet
Ask if your own small teams …
Are authorized to conduct activities without first seeking approval
Have minimal dependencies on internal functions
Build and launch digital solutions on their own
Draw on preassigned funding with no formal budget request
Shift from outmoded command-and-control behaviors and structures that are ill-suited to today’s rapid digital world.
Strive to overcome resource inertia and break down silos—independent teams can’t overcome these bureaucratic challenges on their own.
Point teams to the best opportunities, arm them with the best people, give them the tools they need to move fast, and oversee their work with a light but consistent touch.
Move
Redouble
Direct
Unleashing the power of small, independent teams
Unleashing the power of small, independent teams
Article - McKinsey Quarterly
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