Scrum is built on empiricism—transparency, inspection, and adaptation. But what happens when there’s nothing to inspect?
A Scrum Team that isn’t delivering isn’t a Scrum Team at all. If every sprint doesn’t produce a usable increment, you’re not doing Scrum. Period.
Here’s where the Scrum Master comes in. Their accountability isn’t just to the team—it’s to the organisation. The business depends on delivery. Customers depend on working products.
If delivery isn’t happening, the Scrum Master owns that failure. They are accountable for creating an environment where delivery is inevitable.
No increment? No excuses. Own it. Fix it. Deliver.
Thoughts? How does your org handle this accountability?
If you've made it this far, it's worth connecting with our principal consultant and coach, Martin Hinshelwood, for a 30-minute 'ask me anything' call.
We partner with businesses across diverse industries, including finance, insurance, healthcare, pharmaceuticals, technology, engineering, transportation, hospitality, entertainment, legal, government, and military sectors.
Akaditi
Boeing
Slaughter and May
Trayport
Jack Links
New Signature
Sage
Brandes Investment Partners L.P.
Higher Education Statistics Agency
Emerson Process Management
ALS Life Sciences
CR2
MacDonald Humfrey (Automation) Ltd.
Freadom
Big Data for Humans
Epic Games
Schlumberger
SuperControl
Ghana Police Service
Department of Work and Pensions (UK)
New Hampshire Supreme Court
Washington Department of Enterprise Services
Nottingham County Council
Royal Air Force
Alignment Healthcare
DFDS
Lockheed Martin
Sage
CR2
Akaditi