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Failed Agile Transformations

Version 1.0

reproduced in any manner whatsoever without written

permission except in the case of brief quotations embodied in

critical articles, reviews, or presentations.

For information contact:

lukaszolczyk.com

lukasz@leanbusiness.pl

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Acknowledgements

Writing this book would’ve been impossible without

invaluable support, assistance, and inspiration of many

individuals and organizations, including:

Simon Carty, Halina Tańska-Bednarczyk, Adrian Lander,

Beata Fil, Andrei Gordienkov, Katarzyna Pieter, Agnostic

Agile, Agile Austria, Agile Portugal, and all of my clients.

Thank you.

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Foreword

This book is intended to be as short and specific as possible.

Obviously, this goal made it much harder for me to write it.

Having read dozens of books that could be summed up on a

single page, I strongly believe we should invest our time

wisely. The environmental impact – if someone decides to

print it – is important as well.

I assume my readers have some understanding of how their

own – or typical – business works and have some insight into

Agile concepts. If it’s not the case for you – that might be

even better. Once you get to learn these things, you will look

at them from different perspective.

I hope this short piece will inspire you to look at your

business, team, even yourself from another angle. The rules

are universal and can be applied to every single creative

endeavor.

Have fun!

Lukasz Olczyk

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Introduction

Every time I go to speak at the conference, I can see the same

pattern repeating, over and over again. When I ask the

audience to raise their hands if their companies are Agile, it’s

rare for anyone not to do so. Apparently, working this way

became a new standard.

It is a good thing, without a doubt.

There’s a caveat, though. When I do some consulting projects

with the very same companies, I see an odd dichotomy. They

have Agile on their banners, their people pride with medieval-

style job names, and almost everybody around has some sort

of relevant certification listed in their LinkedIn profile. At the

same time, these companies often work in strikingly inefficient

way, balancing on the edge of stereotypic corporate stupidity.

They can hardly see any tangible business outcomes out of

Agile, even though they often invest considerate effort and

money to get there.

Now, that makes no sense.

How could that happen? How can it be, that lightweight and

reasonable approach turns into yet another monstrous

combination of processes? After all, they did transform to

Agile, so it should all be better now, right?

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