For years, companies and teams have focused on adopting agile at the team level. Team members and ScrumMasters work to improve their sprint planning and collaboration techniques—the things they do on a day-to-day basis to execute work. Product owners, ScrumMasters, and team members also focus heavily on delivering projects—learning how to use a product backlog, do release planning, and deliver more, faster. The problem is, being good at executing Scrum or Kanban is not the goal. Organizational agility is the goal.
Suppose, for example, you reach a point in your agile implementation where teams are delivering and executing in a much more productive and efficient way. That begs the question, are they delivering the right things? Now that teams can deliver faster with better quality, how does an organization leverage these newly acquired super-skills? [Read more...]
