True Agility vs. Superficial Agile Adoption
Many companies mistake adopting Agile frameworks for true agility, but real success comes from customising ways of working to respond quickly to …
TL;DR; Most companies fail to adopt agility beyond IT because the real barriers are organisational, such as rigid hierarchies, inflexible budgeting, and outdated performance reviews. Scrum Masters need to focus on driving broader organisational change, not just team-level practices. Development managers should address systemic blockers and rethink how work is funded and measured to enable true agility.

Most companies trying to “adopt agility” fail because they think it’s an IT problem.
It’s not.
The biggest impediments to agility are organisational, not technical:
Scrum Masters must understand organisational transformation. They need to navigate politics, drive change, and push leadership to remove systemic blockers—not just “protect the team” from the dysfunction.
Agility doesn’t start with Daylies and retrospectives. It starts with how an organisation funds, measures, and enables work.
What’s the biggest non-technical barrier to agility you’ve seen?
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Big Data for Humans

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Teleplan

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Department of Work and Pensions (UK)

Washington Department of Enterprise Services

Kongsberg Maritime

Teleplan

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Workday