I recently had an interesting conversation with a manager at a large organization. We discussed the evolving role of Scrum Masters, the growing questions about their value, and whether organizations are seeing actual returns on these investments. 💰
We agreed that the most significant impact for Scrum Masters isn't within the team, but in the environment and the broader organization.
Initially, I assumed that Scrum Masters in this organization were restricted from engaging beyond their teams. But I was wrong. They chose not to.
Many Scrum Masters were uninterested in navigating organizational politics, collaborating across departments, or engaging with management to address systemic challenges. Their focus remained firmly on their teams.
This wasn’t my first time encountering this, but it still surprised me. 😕
Can a Scrum Master be truly effective if they operate only at the team level?
A common pitfall of Scrum Masters is becoming too embedded in team dynamics — sometimes to the point of limiting autonomy and ownership. Meanwhile, the toughest impediments often lie beyond the team in outdated structures, policies, and leadership mindsets that hinder agility.
If Scrum Masters don’t step beyond team boundaries, who will tackle these more profound challenges? Who will drive change at the organizational level?
Often, the Agile Coach takes on this responsibility. While that isn’t necessarily wrong, it shifts the Scrum Master role further away from its potential impact.
Because the Scrum Master role isn't just about Scrum - it's about team AND organizational development. It’s about tweaking the entire system to create an environment where teams can genuinely thrive. 🌱
Should an organization settle for a Scrum Master who only wants to stay within the team’s boundaries?
I’d argue you shouldn’t. Although some of their work is valuable, I can understand the questions about its value and impact.
Maybe it’s just the grey winter days affecting my mindset, but I’m not feeling too optimistic about the state of the Scrum Master role. More and more, it seems to be shrinking into a narrow, team-only focus - when its real value lies in shaping the system around it.
Or should I reconsider my thinking and acknowledge that the Scrum Master role is primarily focused on the team, with any impact on the broader organization being a bonus?
What's your take on this? 🤔