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The Dark Side of a Successful Agile Implementation

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Agilemania Blog
  • Preeth Pandalay
  • Jun 11th 2020

A product company decides to gain back it’s lost glory and get back up at the roost which they felt was their rightful place.

This is a company that once revolutionized the domain they belonged to, a company people longed to be associated with, be it as a customer or be it as an employee. Everything was going good and they even became the stock market favourite.

The domain landscape was changing - new technologies, new competitors both big and small emerged, but the company was able to maintain its leadership position if not entirely but in few specializations.

The marketing wasn’t generating the numbers they should have, the sales was struggling to rake in the numbers, the customers were complaining a lot more lately and the slew of bad quarters didn’t look like a passing phase anymore.

The CEO & the COO starts to feel the heat not just from a business front but also from the board. In one of the board meetings, someone suggested that maybe they should try out the new trend called Agile that seems to be working for a couple of their competitors.

Successive discussions by the CxOs in their circle seems to give a similar input that agile does look like the way forward. Now, that the decision was made, the hunt for the consulting company to transform the organization starts. A couple of months later a consultant who was recommended highly by a thought leader in the agile circle was hired.

Transformation goal of increasing profitability and decreasing time to market was set.


Initial assessment confirmed that the organization has lost its flair for innovation and was now in a reactive mode, too much of process caused rigidity and in the otherwise lean teams.

The stage was set for the transformation - BAU impact analyzed, budget reallocation finalized, leadership orientation planned and culture upgrades discussed.

Scrum was identified as the framework of choice by the engineering teams, trainings conducted to get the engineering, the product, the process, HR, Sales & Marketing on the same page, tools evaluated and the first experiment of building cross-functional & self-organizing teams were flagged off. Empirical approach was implemented for disseminating and scaling scrum across the product lines and the organization as a whole.

The current value of the organization was baselined, the unrealized value identified, micro-experiments to improve the ability to innovate and time to market were be tried out. Outcomes were measured and the functional, structural and cultural impediments to the transformation was being identified and systematically addressed.

The transformation was touted as a productive engagement based on the

  • Increase in profitability measured by money in bank & stock performance,
  • Improved time to market measured based on the reduction in release cycle from 15+ months to 4 and the ability to deliver higher-value faster and with better predictability.
  • quality improvement measured by the reduction in support incidents
  • customer sentiment improvement based on the change of stance from hostility to having productive discussions
  • positive impact of employee engagement as measured by the decrease in ‘WFH’ & unplanned leave towards the release dates,
This does look like the happily ever after story, doesn’t it? Ever thought about the intangible cost of this success?

  • The loss in support revenue that nobody seems to care about anymore, now that the customers are happy and the company is back to being profitable
  • The negative impact on the potential job market with the company’s newly developed capability
    • Discontinuous innovation that is increasing the revenue exponentially?
    • Incremental innovation around process and practices reducing the cost of production?
Forget the economics, for money, cannot be the only measure of success, how does one account for the

  • Trauma of the specialist people managers who were taken by surprise by their functional silos being dissolved and self-organizing teams making their decisions (better than what they ever did) emerges?
  • Teams being empowered, given autonomy and the authority that rested with the supervisors being delegated to them?
  • The helplessness and agony of going from being the indispensable and most valued employee to a subject matter expert in the best-case scenario?
Agilemania Blog

Preeth Pandalay

Preeth is a pragmatic coach, Professional Scrum Trainer (PST) & SAFe 5.0 Program Consultant (SPC 5.0) and is passionate about all things agile and leadership

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Non proident maiore second third four first six seven ten developer ret Agile Certification, Agile Training, BDD training, Scrum Certification, scrum for developer, Scrum Training, TDD training testing BDD training, BDD training in Bangalore, DevOPs training in Bangalore, Scrum, scrum for developer, Scrum for tester, scrum master, Scrum Training, Scrum Training in Bangalore, TDD training, tdd training in Bangalore Agile, Agile Training, Estimation, Scrum, scrum for developer, Scrum for tester, scrum master, Scrum Training Past Webinar Agile Product Development, Agile Scrum training, Traditional Project Management product backlog Spillover in Scrum sprint planning User story test scrum fg Agile Scrum training, Scrum Certification, scrum master, Scrum Master Training SAFe agile SAFe,Product owner LPM SAFe,PI planning agile-coaching agilemania testing,agilemaina,testing tools ,Build a customer-centric ,product using Scrum to maxi Agile Training CSD training CSM training CSP CSPO Training CST Scrum scrum for developer Scrum for tester scrum master Agile Metrics Agile Scrum training Scrum Master Role Scrum Master Interview Questions scrum master Agile Certification Professional Scrum Trainer professional scrum trainer professional scrum master scaling agile scaling agile scaling RTE SPC SPCT Empowering Teams,SAFe Stream Map Agile Retrospectives Mistakes Project Management PSM,CSM Digital Transformation Agile Testing, Agile Testing Training, ATDD,bdd, Scrum for tester, SpecFlow scrum master, scaling scrum, scaling agile scrum for developer, Large scale scrum software plan, scrum for developer, agile planning scrum for developer, scrum master, planning scrum coaching, agile assessment technical debts, Agile Metrics Agile Team ssm Scaled Agile Product Owner Scrum Training in Bangalore Product Manager Business Owner Resolving Conflict Conflict Resolution Techniques Product Backlog Refinement Sprint Retrospective Sprint Planning Scrum Master Interview Questions Scrum Interview Question Agile Interview Question agile coaching Creative Professional Agile Coaching Managers Safe Scrum Master Agile Governance Self-organizing Teams Agile Persona Mapping Scrum Certification CALMR Role Of Product Owner Agile Scrum Training APM Agile Product Product Management KPIs Business Agility SAFe 6.0 Definition of Done Digital Marketing SAFe Agilist Certification SAFe® Agile Certification Benefits of SAFe SAFe Agilist BDD training BDD training in Bangalore DevOPs training in Bangalore Scrum Training TDD training tdd training in Bangalore WSIF SEO DevOps Sprint JIRA PSM Agile Facilitation Feedback Loop Gold SPCT User Stories Acceptance Criteria TDD Agile Framework Technical Agility Velocity Agile Software Development SAFe vs Scrum SAFe Scrum Master vs just Scrum Master Scrum Vs. Kanban Agile Coach Enterprise Agile Coach Agile Testing Pair Programming Scrum Teams PI planning PERT CPM Delivery Pipeline Project Management Tools Agile Certification BDD training Scrum Certification Value Flow ICAgile Digital Transformation Large scale scrum Measuring Scrum Sucess Organizational Agility Agile Coaches Leadership Management