Our typical approach is to present organisational and moral benefits of Agile Scrum. How instantly Agility would enhance our teams and excel the interactions within our organisation and with our client ecosystem. How wonderfully our companies would serve customer-oriented products and services.
Is this really the correct approach? Is it better to highlight benefits of adopting Agile Scrum or the cost of not adopting?
According to Peter Salovey who is the originator of emotional intelligence, your approach to drive organisational and operational changes associated with Agile Scrum adoption must depend on whether your organisation perceives Scrum as safe or risky.
If your organisation thinks Scrum is safe, first of all let us congratulate you to be part of such an open-minded culture in your organisation. The ones among us who experienced multiple Scrum transformation and adoption projects would say that your job to adopt Scrum is mostly done. But don’t quickly relax. You still need to work hard to emphasise all the good things that will happen if your organisation adopts Scrum. They will want to act immediately to obtain those benefits.
When your organisation believes that Scrum is risky, don’t get worried. You are among most of us. Don’t forget that your approach with Scenario-1 alone does no longer work. Your organisation is now comfortable with the status quo, so the benefits of Scrum adoption aren’t sufficiently attractive to take action. There is no point to deny the risks as they are usually rooted from the belief systems and long term experiences.
Instead, you need to shake the status quo to destabilise it and accentuate the bad things that will happen, the opportunities that will be lost if they don’t adopt Scrum. Taking a risk is always more attractive when they are faced with a guaranteed loss if they don’t take the risk. The prospect of a certain loss will create a sense of urgency, make your organisation take action, invest resources to understand the benefits of Agile Scrum and ultimately adopt it. Sometimes slow, sometimes fast, but always one step at a time.
If you have ever been curious why it was so challenging for some organisations to adopt Scrum, you may have an opinion now. Corporations and established organisations are risk averse entities and they usually fit to Scenario-2. You can’t sell them Scrum adoption by solely focusing on the benefits they would get from Scrum. They won’t buy your idea because Scrum is not a Sprint (metaphorically and literally) to get major quick wins. Scrum is a marathon and it is a journey to build great products and services to satisfy your clients and flourish your business.
You need to make your organisation face: Things may look OK today, but they are not. You need to make this a joint responsibility in your organisation to avoid the guaranteed loss without Scrum.
We would like to hear your own opinions, experiences and tactics how you managed to sell Scrum in your organisations and to your clients. Not only the success stories, but also the valuable hard lessons you have learnt!
Please join the discussion below and share your input with your Scrum community!
All the Best and Thank you for reading! We hope you enjoyed it...
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