Many members of Management perceive Scrum as a way to get more velocity, widgets, thingamajigs, outputs, etc. etc. with less money, less people and less time. This could cause more harm than good because it might end up mis-applying Scrum as a tool to enforce industrial Tayloristic thinking.
What might be possible if we had a way to shift Management's relationship with Scrum away from a tool to get more output from teams and towards an approach for getting more value from teams...? Specifically, what if we could propose 10 ways for Management to boost profit with Scrum?
If this seems intriguing, take a look at this video that synthesizes ideas from the worlds of Business Strategy, Entrepreneurship and Scrum...