Inconsistent processes and practices across teams
Organizational culture at odds with Agile values
General organization resistence to change
Lack of skills/experience with Agile methods
Not enough leadership participation
Ability to focus with limited resources
High-quality, working product is primary measure of progress
Ability to change fast - product and organization
A place where everyone can speak their mind
The Lean principles and approach allow team members to continuously improve the way of work and remove wastes from the system. With Lean, the team can work on things that matter and produce high-quality products that customers love, in less time.
Research shows happier people are more productive. To be hyper-productive, the team needs to be very happy. True Scrum uses hyper-productive patterns such as Small, Stable Teams, Yesterday's Weather, Interrupt Pattern, and more to build hyper-productive Scrum Teams.
Empirical data shows only a Minimum Viable Bureaucracy (MVB) will achieve linear scalability, i.e. scaling without losing productivity per team. True Scrum employs MVB to enable linear scalability without introducing extra overheads and wastes into the system.
Scrum is for all domains.
From document-driven to "Shark Tank".
If you cannot Scrum, you cannot Scale. Build a good Scrum team first.
Talking with Silicon Valley Agile Leaders Network.
Rising to the challenge: Refusing to rely on past success.