Looking Forward
Becoming agile is hard. It is harder than most other organizational change efforts I’ve witnessed or been part of. I started this chapter by laying out some of the reasons why this is so, including the need to change from the top-down and bottom-up simultaneously, the impossibility of knowing exactly what the end state will look like, the dramatic and pervasive changes caused by Scrum, the difficulty of adding more change on top of all that is already occurring, and the need to avoid turning Scrum into a list of best practices.
Because you’re still reading, I can assume that this list of challenges didn’t send you away. That’s fortunate because there are tremendous advantages to be had by the organization that overcomes the ...
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