Why Agile Turns into Micromanagement

TL;DR: Why Agile Turns into Micromanagement

Agile turns into micromanagement as a result of the middle management’s resistance to change. Despite better knowledge, changing an organization into a learning one that embraces experimentation and failure is not in everybody’s best interest. Self-organizing, empowered teams often conflict with the middle management’s drive to execute personal agendas, self-preservation being one of them.

You guessed right: it is time for a rant and short “checklist” to get the discussion going in your organization.

Agile micromanagement: autonomy, mastery and purpose
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Speaking Truth to Power 2.0 — Taking A Stand as an Agile Practitioner

TL; DR: Speaking Truth to Power

Do you need an emergency fund as a change agent—whether you are acting as Scrum Master, Product Owner, or agile coach—because conflict is inevitable, but change is not? Speaking truth to power probably comes at a price.

In my experience, speaking truth to power, pointing at the emperor’s new clothes and the reality in the trenches, is necessary a trait for every change agent — including Scrum Masters and agile coaches — in organizations that lack strong leadership.

Learn more, how this form of professional honesty can backfire when the incumbents, privileged by the existing system, strike back.

Speaking Truth to Power — Taking A Stand as an Agile Practitioner When the System Strikes Back— Age-of-Product.com
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Have We Reached Peak Agile?

TL; DR: Have we reached Peak Agile?

There has never been a shortage of articles claiming that Agile is either dead, failing, disrespectful, or useless, with authors ranging from respected signatories of the Agile Manifesto to click baiters to people who never experienced the real thing in the first thus lacking a standard for comparison. (See the links below.)

The question from my perspective, though, is: Have we finally have reached peak agile?

Have We Reached Peak Agile? Age-of-Product.com

Share your opinion and join the discussion on LinkedIn.

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Agile Failure Patterns in Organizations 2.0

TL;DR: Agile Failure Patterns — Why Agile is Simple and Complex at the Same Time

Agile failure seems to be increasingly more prominent nowadays despite all the efforts undertaken by numerous organization embarking on their journeys to become agile.

The funny thing is: Who would disagree that the four core principles of the Agile Manifesto

  1. Individuals and interactions over processes and tools
  2. Working software over comprehensive documentation
  3. Customer collaboration over contract negotiation
  4. Responding to change over following a plan

— are derived from applying common sense to a challenging problem? Moreover, the application of those principles might be suited to fix numerous organizational dysfunctions and reduce an error-prone and complex social setting to maybe just a complicated one?

Age of Product: Agile Failure Patterns in Organizations
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Why Engineers Despise Agile

TL;DR: Why Engineers Despise Agile

The agile consulting industry repackages an originally human-centered, technology-driven philosophy into a standardized, all-weather project-risk mitigating methodology. Sold to command & control organizations, their middle managers turn “Agile” into a 21. century adoption of Taylorism for knowledge workers. Beyond this meta-level, the reasons, why engineers despise Agile, fall into five categories: Control, manipulation, monitoring, technology and teamwork.

Agile Failure Patterns: Why Engineers Despise Agile

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