Stop Trying To Scale Agile
When people talk about scaling agile, they often treat ‘scaling’ as binary.
It’s either:
No - Your company has not scaled agile
Yes - Your company has successfully scaled agile
The problem with this is: it implies scaled agile is an absolute destination, and therefore has an end point.
Remember the ‘Spotify model’ that had so many agile coaches eager to copy and include in their agile transformation roadmap? The model had all the right elements to excite people. It had a simple diagram that explained Spotify’s version of scaled agile beautifully, and the cool names to go with it: tribes, squads, chapters, guilds. Pretty much the agility #squadgoal.
After a while however, people who actually worked within Spotify mentioned that the model was “only ever aspirational, and never fully implemented”. They even repeatedly cautioned others from blatantly copying the model, since Spotify even went back to traditional structure after realising it didn’t work. The latest Netlifx series on Spotify didn’t even mention anything about the model.
If the ultimate squad goal did diddly squat, then who can we look up to for scaling?
Sure, some company may have made a scaling model work for a period of time. But the dynamic nature of business means there’s going to be changes beyond our control. When situation shifts, so must the way we work. One moment you may have scaled agile, the next, you don’t.
Scaling also has no absolute definition. As I wrote on another article, trying to come up with a fixed definition for any agile implementation contradicts with the essence of agile. Fixed means you’re staying put. Fixed means you’re not growing.
Here’s what we can do.
We shouldn’t see scaling as an end point. Instead, aim to spread a culture of agility to more people in your company.
Set clear destination. Paint a clear picture of what you and your team are aiming for to excite and motivate them. Teams with clear goals are much more likely to achieve them than teams who don’t.
Flowers can’t bloom on bad soil. Give your team access to all necessary knowledge, tools, skills, and people to do great work.
Let your teams create. Give them room figure out solutions and grow.
Build synced autonomy. Create a way so different teams can integrate their ideas and work effectively.
Learn and improve regularly. Do frequent, small tweaks to your efforts.
Be intentional in your actions and reduce waste. Elon Musk mentioned, the last thing you want is to optimise something that shouldn’t exist.
A chain is only as strong as its weakest link. Continue to upskill yourself at a personal level.
Follow the principles, not the rules. Avoid blindly copying practices. Understand the intended outcome, and find ways to achieve them with what you know, and what you have.
Scaled agile, anyone?
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