Hi 🙂 well, frameworks are generally limiting plus I don’t think there are many organizations having the Scrum mode 100% implemented. I tend to think I worked in the Scrum environments many times - yet, I know these were hybrids most of the times. And for many good reasons. So, Scrum is nothing but a buzzword imho.
Nicely put. Frameworks create boundaries and structure, but if we don't understand the principles, and have not taken time to gain practical skills, they will not help. Ikea has excellent structure, but if I'm told to go there to "get stuff" with no idea of what, or why, I'll wonder around, get overwhelmed, and leave annoyed, saying Ikea is rubbish. That's how people probably feel when told to do Scrum with no idea why.
I love the analogy between team work and making Ramen. I completely agree with your statement. In my opinion, truly agile ways of working cannot follow a framework by default. We can use a framework as a starting point, but through continuous improvement we might move away from it rather quickly. Therefore, if there is a framework, it must be as broad and generic as it is unhelpful, or it is more specific and if we don't question every aspect of it, we might get stuck in a local optimum missing all the opportunities outside the framework.
That is, why in my talks about building high-performing teams, I always encourage people to look beyond "their framework".
Hi 🙂 well, frameworks are generally limiting plus I don’t think there are many organizations having the Scrum mode 100% implemented. I tend to think I worked in the Scrum environments many times - yet, I know these were hybrids most of the times. And for many good reasons. So, Scrum is nothing but a buzzword imho.
Nicely put. Frameworks create boundaries and structure, but if we don't understand the principles, and have not taken time to gain practical skills, they will not help. Ikea has excellent structure, but if I'm told to go there to "get stuff" with no idea of what, or why, I'll wonder around, get overwhelmed, and leave annoyed, saying Ikea is rubbish. That's how people probably feel when told to do Scrum with no idea why.
I love the analogy between team work and making Ramen. I completely agree with your statement. In my opinion, truly agile ways of working cannot follow a framework by default. We can use a framework as a starting point, but through continuous improvement we might move away from it rather quickly. Therefore, if there is a framework, it must be as broad and generic as it is unhelpful, or it is more specific and if we don't question every aspect of it, we might get stuck in a local optimum missing all the opportunities outside the framework.
That is, why in my talks about building high-performing teams, I always encourage people to look beyond "their framework".
I'm soooooo susceptible. That pitcure made me - instantly - hungry :-/