Welcome to Continuous Improvement, the podcast where we explore the challenges of achieving true agility in today’s organizations. I’m your host, Victor, and in today’s episode, we’re going to dive into why you might not be as agile as you think you are.

Picture this scenario: you’ve implemented all the scrum rituals, you have the tools and processes in place, but if the mindset isn’t right, something fundamental is still missing. So, let’s break it down, starting with the first reason why you might not be truly agile.

Reason number one: you have a detailed plan. Now, don’t get me wrong, planning plays an essential role, but when the roadmap is fixed, the scope is unchanging, and the release plan is impractical, you’re actually following a waterfall model. Scrum teams need the flexibility to adapt to change and align with top management’s evolving priorities.

Moving on to reason number two: the absence of a true Scrum Master. Sure, you may have someone with the title on your org chart, but what’s their actual role? Often, the Scrum Master is juggling multiple responsibilities, which leads to a lack of focus and derails the agile process. Even if you do have a dedicated Scrum Master, they may not have the authority or ability to address real impediments, hindering the team’s progress.

Reason number three: no designated Product Owner. Someone needs to be in charge of the product, providing a clear vision and taking ownership. However, many times, the person in this role is preoccupied with other priorities, causing feature development to go off track. It’s essential to have a Product Owner who can make informed decisions and guide the team effectively.

Now let’s talk about reason number four: the lack of a budgeting strategy. Story points are not a substitute for proper budgeting. Manipulating estimates to secure more funds or negotiating downward to meet budget constraints only distorts the team’s true velocity. Traditional accounting methods often clash with agile development, leading to burnout and compromised outcomes.

Finally, let me share my take on the Agile Manifesto. Prioritize responsiveness to change over adhering to a strict roadmap set by senior management. Value individuals and interactions over office politics. Emphasize working software over endless, pointless meetings. And most importantly, favor customer collaboration over budget negotiations. It’s not an easy task, but it’s the only way for bureaucratic organizations to adapt and thrive in the digital age.

And that’s a wrap for today’s episode of Continuous Improvement. I hope you’ve gained valuable insights into the key factors that may be hindering your organization’s agility. Remember, it’s not just about going through the motions, but embracing the mindset of continuous improvement.

Join me next time as we explore strategies to overcome these challenges and truly unlock the power of agility within your organization. Until then, keep striving for progress and continuous improvement.