By now, most of you have read my rants against Scrumbut—the fallacy of implementing only parts of Scrum and then criticizing Scrum when a project fails—However, there may be an exception to this.
I live and breath books on leadership and team-building, and I have found that the essence of what makes Scrum work can be found in nearly every solution used by our fastest growing organizations.
If an organization did not wish to adopt Scrum, theoretically, they could borrow it's essence and adapt their current processes to solve the same problems.
Of course, you still could not say that you are using Scrum—therefore you cannot blame Scrum if your new process fails to solve these problems.
This "essence of Scrum" is simply...
- Having focused goals that are aligned with a company's strategy.
- Using truth and transparency to establish trust on your teams.
- With trust and transparency in place, peer accountability will evolve.
- Constantly revisiting and revising your processes to improve quality, quantity, and transparency.
- Empowering teams to self-manage, giving them the means and authority to remove discovered obstacles.
Scrum doesn't work without support from the top. The "essence of Scrum" is no different. To reap the full benefits, processes of this sort must be supported from the executive team down to the smallest team in the company.
If you are interested in scaling such processes to a large company and seeing the fast growth I mentioned earlier, you'll need to read this space tomorrow.
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