Focusing Beyond "Agile": Building True Capability in Organizations

In today’s rapidly evolving landscape, focusing solely on Agile as a label can be limiting. Instead, the goal should be to increase our organization’s capability, maximize value, and enhance effectiveness. It’s not about the moniker; it’s about achieving outcomes that matter. 🏆

Why Agile Isn’t the Focus

In many organizations, the term Agile has become synonymous with processes and frameworks, leading to what I call “backlog barons” and “scrum stumblers.” Here’s what I mean:

• Backlog Barons: Product owners who focus too heavily on managing backlogs without a deep understanding of the product.

• Scrum Stumblers: Scrum Masters who lack the skills to guide and coach teams effectively.

This problem stems from a misalignment between the skills needed and the people hired for these roles. We need to shift our focus from simply filling positions to building capabilities.

The Problem with Incompetent Scrum Masters and Product Owners

How Demand Has Outstripped Supply

The demand for Scrum Masters and Product Owners has grown exponentially, but the supply of competent professionals has lagged behind. As a result, organizations have lowered the bar to fill open positions. This has led to:

• A shortage of expertise in critical roles.

• A lack of focus on continuous learning within these positions.

• Hiring practices that prioritize quantity over quality.

Where We Are Now

Right now, many organizations are struggling with teams led by people who are not equipped to fulfill their roles effectively. This is not necessarily the fault of the individuals, it’s a systemic issue that needs addressing at the organizational level.

Fixing Hiring Practices to Build Competence

To move forward, we need to rethink how we hire and develop talent. Here’s what we should focus on:

1. Hire for Potential, Train for Competence

• It’s okay to bring in interns or junior hires as long as they are integrated into a work context where they can learn and grow.

• Focus on promoting from within to build leaders who already understand the organization’s unique context and challenges.

2. Look for Lifelong Learners

• Scrum Masters and Product Owners should possess a lifelong learning mindset.

• Prioritize candidates who demonstrate a willingness to continuously improve and adapt to new situations.

3. Promote Contextual Leadership

Think of leadership as two distinct roles:

1. Leading the Product: This is about guiding product development to deliver maximum value.

2. Leading the People: This involves coaching and mentoring teams to be more effective.

Personal Insight: Why Context Matters in Leadership

I’ve had the pleasure of working with some great Scrum Masters, individuals who may not have come from a software engineering background but excel in enabling their teams to succeed. For example, I’ve seen former business analysts or testers rise to the role of Scrum Master because they understand the team’s challenges and can offer actionable solutions.

How Scrum Masters Should Emerge from Within the Team

The Organic Path to Becoming a Scrum Master

A Scrum Master shouldn’t just be hired into the role, they should emerge from the team. Here’s why:

• They already have team respect through their contributions.

• They have a deep understanding of the work context and what makes their team tick.

• They are naturally inclined to coach and support the team’s growth.

Imagine this scenario: a team member named Bob has consistently made suggestions that improve the team’s workflow. Over time, the team starts looking to Bob for guidance, eventually encouraging him to take on the Scrum Master role. This kind of organic transition leads to greater respect and better results.

Should Scrum Masters Know How to Code?

This is a question I get often, and my answer is nuanced:

• No, Scrum Masters don’t need to be coders, but they should understand the basic principles that guide their teams.

• It’s important for Scrum Masters to understand the patterns and practices of the domain they’re working in, whether that’s software engineering, accounting, or another field.

Tailoring Competence to the Work Context

• If a product team is focused on engineering, a Scrum Master should have a grasp of technical practices to help guide discussions.

• If the team is focused on finance, the Scrum Master should understand the nuances of accounting to coach the team effectively.

This understanding helps Scrum Masters participate in conversations and contribute meaningfully to the team’s progress.

Moving Forward: Hiring Competent People & Promoting from Within

1. The Path to Competence

The journey from where we are, filled with roles occupied by those who aren’t fully equipped, to where we want to be is clear:

• Stop hiring people who lack the necessary skills.

• Start promoting individuals from within who have demonstrated the ability to grow.

• Lead by example, showing what competence looks like in practice.

2. The Role of Scrum Masters as Leaders & Lifelong Learners

Scrum Masters should not only facilitate team activities but also embody a commitment to lifelong learning. Here’s what that looks like:

• Embracing new challenges with curiosity and determination.

• Demonstrating leadership by guiding the team through continuous improvement.

• Setting the tone for the organization, showing that learning and growth are valued.

When an organization promotes a capable person, it sends a positive message to others. Conversely, promoting someone who lacks competence can discourage those who are truly capable from stepping up. 📉

The Impact of Promoting Incompetence: Why It Hurts Organizations

One of my favorite books, The Ideal Team Player, delves into the qualities and behaviors that organizations should look for when hiring and promoting. When we lower the bar for filling roles, we risk:

• Diminishing morale among talented team members.

• Undermining the organization’s values and commitment to excellence.

• Missing out on innovation that comes from hiring and promoting the right people.

Building a Culture of Capability and Value Delivery

Key Takeaways for Organizations

To create a thriving, capable organization, focus on the following:

• Hire for competence, not just to fill roles.

• Invest in continuous learning for Scrum Masters, Product Owners, and team members.

• Promote from within to build leaders who understand the context of your work.

• Encourage a culture where learning is valued and mistakes are seen as opportunities for growth. 🌱

Final Thoughts

By shifting the focus beyond just “Agile” and prioritizing capability, learning, and leadership, organizations can unlock new levels of effectiveness. It’s time to move away from the mechanical and embrace a mindset that truly drives value delivery for our customers.

Ready to build a team that thrives? Start with competence, context, and a commitment to continuous improvement. 🚀

By focusing on the how rather than just the what, we can create an environment where Scrum Masters lead with insight, teams collaborate effectively, and businesses deliver true value. That’s what agility is really about, being ready for anything, with the right people at the helm. 🌟