“Teams are self-managing. We don’t need a Scrum Master telling us what to do.”
That’s a common misconception. Yes, Scrum is designed for self-managing teams, but self-management is not the absence of structure.
Autonomy exists within constraints—Scrum events, commitments, and organisational needs define the playing field. Without that, self-management turns into chaos.
Scrum Masters aren’t there to micromanage. They ensure the team has clarity, alignment, and accountability. They protect Scrum, not by controlling every decision, but by maintaining the conditions for teams to thrive.
If a team is failing to deliver, struggling with impediments, or ignoring Scrum principles, a Scrum Master doesn’t just “facilitate” and hope things improve. They step in and fix what’s broken.
Self-management works best when balanced with strong leadership.
Where do you draw the line between autonomy and intervention?
Smart Classifications
Each classification [Concepts, Categories, & Tags] was assigned using AI-powered semantic analysis and scored across relevance, depth, and alignment. Final decisions? Still human. Always traceable. Hover to see how it applies.
Our Happy Clients
We partner with businesses across diverse industries, including finance, insurance, healthcare, pharmaceuticals, technology, engineering, transportation, hospitality, entertainment, legal, government, and military sectors.
Emerson Process Management
Cognizant Microsoft Business Group (MBG)
MacDonald Humfrey (Automation) Ltd.
Brandes Investment Partners L.P.
Nottingham County Council
Washington Department of Transport
New Hampshire Supreme Court
Washington Department of Enterprise Services
