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Jun 17

Moving the mastodont

1206068419g4cHE2hMore and more I see companies who want to work with frameworks like Scrum but fail in getting it right. The more I look at why this happens the more obvious it becomes for me that the larger the company the more the challenge. And sometimes it is even impossible to get it to work.

In large companies the start of working with Scrum can be sparked in two ways. Either by development teams although this is very rare and I’ll explain later. Or by middle management and this is also the reason that it fails often. Now I’m not talking about a company with around an hundred or so employees, this is a challenged but easy to take. I’m talking about the 1000+ size organizations The bigger the more impossible.  You might gues that this is because the communication is harder and it takes longer to get everybody on the same page.  But it is not the communication that is the problem. It is the anonymity of the company.

If you look at scrum from the bottom up, to start with the teams so to say, it is very hard to get management involved. And when they do, they often lack the power to change upper management. Especially in large companies things go as they go and there is a lot of traditional way of working. Change is hard as many doors stay closed and business will stay as it is. Teams might get some improvement but never get Scrum to work to the full extend. Hey but what about DevOps. Well, DevOps is nice, but when you don’s have the cooperation of the entire company, this will also fail and especially DevOps. But let’s stick with Scrum for now.

What if the upper management wants to change then why should the people in the lower levels of the company? The problem is that the bigger the company, the more the anonymity of its workers. Why should you change when nobody will see it? I often encounter people who have worked almost their entire live at one company. They have seen many changes and scrum is just another thing endorsed by management.  To them it is nothing more then the movie of the week.

So basically the chance that you get stuck when wanting to implement Scrum in a larger company is very real. So should you not do it then? Please don’t let me keep you from trying. But you need a lot of energy and even more, a lot of people who are willing to change. And most important, you need sponsor. You need people who are willing to give time, influence and knowledge to help this change. The bigger question that large companies need to ask themselves, and not just the bigger companies, is why they would want this change. The “Why?” question is the one often not answered. Simon Sinek addressed this topic a time ago and more and more I see this question popup its curious head. Why the hell do you want things? Why would you start with scrum in your large 1000+ companies and if you do why is it not working?

So apart from wanting to turn the company on a 180 degree rampage towards something else. Ask yourself why you would want to do that. And once you know why, you can start with what you need the change and how. So there is a little spark here. You can redesign a big company, but you really need to shout the why question.

 

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