Beyond the Software Teams
One of the biggest constraints on the effectiveness of Agile software teams (the real ones, not the much more numerous pretend, faux-agile ones) is the assumption that the structures, assumptions and beliefs of the host organisation will not change. That it is, in fact, impossible to get these to change, or to expect them to change.
An assumption which becomes a self-fulfilling prophecy.
“Whether you think you can, or you think you can’t – you’re right.”
~ Henry Ford
When this assumption goes unexamined and unchallenged, adopting Agile ways of working within the software teams – or in any part of the organisation, in isolation – is a highway to hell.
P.S. You might like to take a look at my latest book – Quintessence – to see how highly effective organisations approach and solve this challenge.
Marshall, R. W. (2021). Quintessence: An Acme for Highly effective Software Development Organisations. Falling Blossoms (LeanPub)