Reflection On The State of Agile Transformations—Trends, Successes, and the Path Forward (Part 2 of 2)
Part 2 of 2
Agile Success Redefined
The apparent contradiction between successful Agile transformations and the increasing layoffs of Agile roles like Scrum Masters and Agile Coaches highlights a deeper issue.
1. The Evolution from Roles to Capabilities
Many organizations are shifting from seeing Agile as a set of roles (Scrum Masters, Agile Coaches) to seeing it as a set of capabilities embedded across teams. In early transformation phases, Agile roles are critical to drive change, but as Agile practices mature, organizations expect teams and leaders to internalize these mindsets, reducing reliance on dedicated roles.
What’s really happening:
• Companies believe they’ve “graduated” from needing coaches, assuming Agile is now part of the culture.
• Teams are expected to self-sustain Agile practices without external coaching.
• Leadership mistakenly views Agile roles as transitional rather than strategic.
2. Misalignment Between Transformation and Business Outcomes
While Agile transformations show process-level success (improved velocity, faster releases), many fail to tie these improvements to measurable business outcomes like revenue growth, customer satisfaction, or market lead. When economic pressures hit, roles not clearly linked to financial performance are the first to go.
What’s really happening:
• Agile Coaches and Scrum Masters haven’t evolved their language to speak in business terms.
• They focus on Agile for Agile’s sake rather than demonstrating how Agile accelerates business goals.
• Leadership sees these roles as overhead rather than strategic assets.
3. The Rise of “Fake Agile” and Cargo Cult Practices
Many organizations adopt Agile frameworks superficially—Scrum ceremonies without empowerment, SAFe(r) without decentralization, or Kanban without flow optimization. This creates a fragile Agile ecosystem that collapses under pressure.
What’s really happening:
• Agile is implemented as a checklist, not a strategic fundamental shift in mindset and behaviors.
• Leadership expects Agile to deliver quick wins, and when it doesn’t, they cut roles instead of addressing incongruent systemic organizational barriers preventing Agile from sticking and thriving.
• The Agile Industrial Complex (certifications, training factories) that addresses the “what” but excludes the “why” and “how,” resulting in a diluted value of true Agile expertise.
4. Economic Pressure Exposes Agile Fragility
In times of economic uncertainty (like recent global turmoil), companies prioritize cost-cutting. Roles that aren’t tangibly tied to profit generation or customer value—like Agile Coaches—are easy targets.
What’s really happening:
• Companies treat Agile as a luxury rather than a necessity to survive (remember Blockbuster).
• Short-term financial survival trumps long-term transformation goals.
• Leadership fails to see Agile as a strategic enabler for resilience and adaptability during crises.
How to Square This to “Unf*ck Your Agile”:
1. Shift from Agile Evangelism to Business Impact:
Stop defending Agile as a methodology. Start proving its value as a driver of better business outcomes—faster time to market, increased revenue, reduced risk.
2. Redefine Agile Roles for 2025:
Agile Coaches shouldn’t just coach teams—they should coach executives, influence strategy, and optimize systems. Scrum Masters must evolve from “meeting facilitators” to “flow and outcome enablers.”
3. Make Agile the Operating System, Not a Side Project:
When Agile is treated as an add-on, it’s vulnerable. When it becomes the new way the business operates, it’s indispensable.
4. Data-Driven Agility:
Use data to prove Agile’s ROI. Measure everything. Metrics like lead time reduction, customer retention rates, and innovation velocity resonate more with executives than story points and sprint burndowns.
Final Thought:
The recent trend in layoffs aren’t a failure of Agile—they’re a wake-up call. Agile roles are being cut because the industry hasn’t done enough to unf*ck its own value proposition. It’s time to evolve from Agile as a framework to Agility as a strategic capability.
Excerpts from the book: Unf*ck Your Agile - by Mike Fisher
See Also: The State of Agile Transformations—Trends, Successes, and the Path Forward (Part 1 of 2)