I wrote a LinkedIn article after being inspired by Joost Icke's original piece. Johan Cruijff had some amusing sayings but also had a very deep understanding of team performance as a system.
Watching the development of yacht sailing teams during a campaign, I have always been struck by the similarities between an effective team on a boat and an effective Scrum team. If we take an X-35 team, it has 7 to 9 members. Each member of the team has a very specific set of skills and a role. A team has a build-up to a race or a series of races in a campaign. Usually there is a main goal - a certain race that stands out like a world cup - combined with a series of smaller events. Roles To get an idea of a typical modern sailing team, it is handy to understand what everyone does. Beginning at the back of the boat:
After a day's sailing, we've dropped anchor, cleaned the boat and poured ourselves a drink. “So - what is it you do again?” “I’m a Scrum Master. It’s like the Master of Sail on tall ships.” “What - like the second-in-command?” “No, I don’t have a position in the hierarchy. I just make sure the boat and crew are fit for purpose and help the sailors and staff understand what is going on.” “Why would an organisation need that?” “Many organisations approach products as if it were an industrial process like transport. They load the cargo containers as full as they can get - calling it ‘scope’, then they plan very exactly how to drive from A to B to predict the costs and how long it will take to deliver. “For my clients, their product doesn’t actually match this industrial process very well. I get them to think of it as if they were explorers trying to reach some distant shore. “They should pack very light and get great at teamwork so that...
Agile (a.k.a. the agile industrial complex) is dead (or dying, or undead... read on). Of course Agile has been declared dead many times, but now we can see that there are fewer visitors to Agile conferences, fewer people looking to get certified as something Agile, fewer people are calling themselves Agile Coach. Dying The Agile conferences have talks about how very large companies do Agile, which tools they use to collaborate or how non-IT departments do Agile, topics that were also there ten years ago. Agile conferences have yet to adapt to topics like decentralized enterprises, fluid teams, remote-only organizations, AI helpers and commons governance. The certification crisis seems to follow a similar pattern: was this ever a good measure? Those courses were meant for setting off down a path that makes you better at discovering and uncovering effective ways of working - perhaps we're running out of people who have yet to start, whilst not offering enough to th...
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