Let’s be honest. Agile transformations are painful. Changing the way an organization operates is hard. The transformations end up being unfruitful – everything works as before but now it’s called agile. Or worse, ending up to a chaos. Agile isn’t a silver bullet that would fix everything. And maybe it’s not always the way people want to work – we humans are very stubborn and reluctant to change.
Which brings us to the change of area of work. In these transformations the definition of product is tricky. It easily slips to follow the tracks of historical specializations and not to look the bigger picture. The (existing) pseudo-product definition will be done according to layers, technologies, functional areas, or work titles. The old teams continue as they used to, and they keep working on that pseudo-product that is cozy and familiar.
Did something change, except the titles of the meetings and someone’s title?
And the balance of the consultants bank account.
Was there a reason to transform at all?