When Agile was introduced, it aimed to enhance collaboration and adaptability. However, focus shifted towards specific processes, overshadowing the original responsive mindset.
As Agile transformed from engineering teams to entire companies, scaled frameworks like Scrum of Scrums emerged to manage multiple teams, despite optimal sizes favoring smaller groups.
A striking 83% of managers cited 'fast deliveries to customers' as their primary goal for Agile transformations, revealing a potential conflict in Agile's core principles.
Despite guidelines on team composition, many product teams often comprise a product manager, marketing manager, and engineers, hindering the Agile goal of cross-functional capability.
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