We hear “self-managing teams” so often it’s become a cliché.
But here’s what gets missed:
Self-management applies to all Scrum roles.
Product Owners must self-manage how they engage with stakeholders, order the backlog, and shape the product vision.
Scrum Masters must self-manage how they serve the team, coach the organisation, and create the conditions for success.
Developers must self-manage how they plan, execute, and deliver the Increment.
This isn’t a passive concept.
It’s active, adaptive, disciplined work.
Scrum isn’t designed to be a loose, anything-goes framework.
It’s a social technology to deliver adaptive solutions — and that requires disciplined self-management across roles, grounded in clear alignment.
Where are you mistaking “self-management” for chaos or neglect?
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.
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Flowmaster (a Mentor Graphics Company)
Graham & Brown
Capita Secure Information Solutions Ltd
Milliman
Slicedbread
Brandes Investment Partners L.P.
YearUp.org
Microsoft
Sage
Xceptor - Process and Data Automation
Hubtel Ghana
Bistech
Freadom
Akaditi
Philips
Healthgrades
Cognizant Microsoft Business Group (MBG)
Schlumberger
Department of Work and Pensions (UK)
Nottingham County Council
Royal Air Force
New Hampshire Supreme Court
Washington Department of Enterprise Services
Washington Department of Transport
NIT A/S
Jack Links
Alignment Healthcare
Qualco
Ericson
Deliotte