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.
Qualco
Teleplan
Microsoft
CR2
ALS Life Sciences
Illumina
Kongsberg Maritime
Slicedbread
Higher Education Statistics Agency
Trayport
Milliman
Jack Links
Brandes Investment Partners L.P.
Bistech
Ericson
Xceptor - Process and Data Automation
ProgramUtvikling
Graham & Brown
New Hampshire Supreme Court
Washington Department of Transport
Nottingham County Council
Royal Air Force
Washington Department of Enterprise Services
Department of Work and Pensions (UK)
Genus Breeding Ltd
Slaughter and May
Xceptor - Process and Data Automation
Capita Secure Information Solutions Ltd
Flowmaster (a Mentor Graphics Company)
Lean SA