"Let me guess: You have sat through the training. You know the "ceremonies." Your organization proudly calls itself "agile," while every meaningful decision gets made three levels above you. Your Retrospectives generate action items that vanish into management theater. Your Daily Scrums are status reports for people who never show up. The product roadmap was decided before your team existed."
"Have you noticed that you're practicing agile rituals without the conditions that make them useful? That's not your problem; that's a system design problem. Your organization extracted the rituals from your agile framework of choice while, at best, ignoring and, more likely, rejecting the fundamental purpose those events serve. Let's figure out what's broken, why it matters, and what you can actually do about it without waiting for executive enlightenment or switching to the next cool kid on the agile block: the product operating model."
Many organizations adopt agile rituals without the enabling conditions that make them effective. Meetings become theater, decisions remain highly centralized, and retrospectives produce no follow-through. A product operating model label does not restore conditions if power, decision-making authority, and feedback loops remain constrained. Agile practices aim to deliver value when customer needs cannot be fully known beforehand. Practical change requires identifying missing success factors and running small experiments within one's sphere of influence. Concrete Monday-morning actions can reveal what is possible without waiting for executive changes or wholesale structural overhauls.
Read at dzone.com
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