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.
We partner with businesses across diverse industries, including finance, insurance, healthcare, pharmaceuticals, technology, engineering, transportation, hospitality, entertainment, legal, government, and military sectors.
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