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Mike Goitein's avatar

The primary “customer” for a Scaled Agile implementation isn’t an agilist.

It’s a stressed-out executive worried about staying relevant in the marketplace, who knows that better software is the key, trying to get more effectiveness out of their IT functions, who believes that agility and Lean Portfolio Management can help them accomplish all those things.

These executives and their businesses don’t have an “Agile” problem, they have a set of business problems they believe agility can help solve.

This is the role of Scaled Agile.

But it’s what Scaled Agile *doesn’t* attempt to address is why organizations fail to get the benefits, even after multi-year multi-million dollar SAFe “transformations”:

Organizational Design and underlying systems like project-based Funding.

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Mike Watson's avatar

The org I worked in that flipped to SAFe had such poor change management implementing it. It took at least 3 quarterly plannings to feel like teams were getting it and you still have 1/4 company that had no idea what SAFe even was.

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