05 — Evolving the Agile Organization

This section targets: Organizational Design and Culture, Evidence-Based Management.

Culture and structure

Agility is constrained by org design:

• incentives
• funding model
• decision latency
• dependency structure

Leaders influence the system:

• reduce handoffs
• align around products/value streams
• shorten feedback cycles

Adopting Scrum vs doing Scrum

Common failure mode:

• adopt events/roles but keep command-and-control behaviors (ScrumBut).

Leader’s job:

• change policies, metrics, and structures that prevent empiricism.

Metrics: use evidence, avoid vanity

Good metrics:

• are hard to game
• connect to outcomes and learning
• drive better decisions, not fear

Avoid:

• measuring “busyness” (utilization) as a proxy for value
• using metrics to punish (data quality collapses)

Exam traps

• System problems require system fixes. Prefer answers that change policies, incentives, and structures over “try harder”.
• Management’s job is to create the environment. Remove impediments, reduce dependencies, shorten feedback loops.