Scrum isn’t just a framework; it’s a commitment to continuous change that can be as challenging as it is rewarding. In the latest episode of "Scrum is Hard and Disruptive," the Todd and Ryan dive into the seventh statement from Ken Schwaber’s 2006 white paper, highlighting the tough reality of what it takes to become an optimized product development and management organization.
Ken's 7th Statement: "The use of Scrum to become an optimized product development and management organization is a change process that must be led from the top and requires change by everyone within the enterprise. Change is extremely difficult and fraught with conflict, and may take many years of sustained effort. Turnover of staff and management can be expected."
Change Must Be Led From the Top, But That’s Not Enough
One of the standout points from the discussion is that change in a Scrum environment must be led from the top. Executive buy-in isn’t just a nice-to-have; it’s critical. However, simply dictating change from above is rarely effective. The hosts suggest a “middle-out” approach, where middle management is crucial in bridging the gap between leadership and staff. Middle managers, often overlooked, can be pivotal allies who understand the challenges on both sides and drive meaningful, sustainable transformation.
Sustained Effort and Conflict Resolution Are Key
Todd and Ryan stress that this change is not a quick fix. Ken Schwaber’s original statement emphasizes that change is complex, fraught with conflict, and requires many years of sustained effort. Organizations must be prepared to embrace conflict as a healthy part of growth, using it to fuel better decision-making and continuous improvement rather than seeing it as a barrier.
Turnover is Inevitable—And That’s Okay
The hard truth? Not everyone will make it through the transformation journey. Staff and management turnover can be expected as Scrum challenges comfort zones and traditional ways of working. This isn’t necessarily a failure—it’s a natural part of evolution as teams adapt to new roles and responsibilities. The goal is to create a sustainable change that doesn’t hinge on the presence of any one person.
Building Sustainable Change Beyond Individuals
Perhaps the most sobering insight is that sustainable change must go beyond any single leader or Scrum Master. For a Scrum transformation to truly succeed, it needs to be embedded within the fabric of the organization. The process should continue to thrive even if key individuals move on, ensuring that the organization’s agility is not person-dependent but built into its very DNA.
Final Thoughts
Scrum is hard. It’s disruptive. But for organizations willing to engage in this long-term, sometimes uncomfortable journey, the rewards can be transformative. There is no finish line, only a constant pursuit of better ways to work and deliver value. If you’re up for the challenge, embrace the conflict, invest in middle management, and keep pushing forward—because the journey, though tough, is worth it.
What are your thoughts on the complexities of leading change in a Scrum environment? Let’s continue the conversation in the comments below!
⏩ Join Ryan and Todd for a Scrum.org course: https://buytickets.at/agileforhumansllc
Check out their books:
📖 "Unlocking Business Agility with Evidence-Based Management: Satisfy Customers and Improve Organizational Effectiveness" on Amazon -- https://amzn.to/4690qJy
📖 "Fixing Your Scrum: Practical Solutions to Common Scrum Problems" on Amazon -- https://amzn.to/46dAQTC