How Agile Transformations Fail

This is in response to the article.


Ms. Firlit points out many reasons that companies, in adopting Agile, will fail. She lists a spectrum of reasons including corporate hierarchy, extraneous focus, passive management, lack of intention in using Agile, misaligned values, as well as politics. There are several good points, although the fact of the matter is that a lot of these companies appears to be using Agile in name but not practice. 


As mentioned in the article, higher-tiered management is responsible for implementing Agile, as well as lower-tiered. The conflict of values would provide a source of friction in terms of working environment. I can see that this would be common in organizations making a transition into Agile, as their management has already well-adapted into a non-Agile framework and work processes. I think her arguments are fair, and while the intention to have motivated and motivating upper management is ideal, it would be a bit impractical to expect it. Perhaps it would be better to let the leadership be aware of the need to implement Agile across all levels in advance of implementing Agile processes. 


Some interesting points to look into: 

Zombie Scrum - Scrum that is only implemented in name

Iterative Waterfall - Scrumfall/ Wagile



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