Are You Failing at Being Agile?
summary
Claim: standard Scrum-ish processes fail across many project sizes so a digital agency builds a modified Agile that prioritizes rapid market response, MVP-first small wins, and clear product‑owner authority. Practice: run discovery workshops, keep a prioritized backlog, involve sales/marketing from day zero, and even removed tools for months to shape processes before choosing tooling. Result: teams deliver incremental value, one long‑running client relationship grows over seven years, and the approach works when adopted bottom-up.
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chapters (23)
- 0:00Introduction
- 1:25What agile truly means
- 3:31Why agility matters
- 5:19Problem with agile consultants
- 8:27Building agility bottom-up
- 9:52Agile mindset over Scrum
- 12:40Customers as priority
- 14:29Product owners' role
- 17:18No one-size-fits-all agile
- 19:23Agile in waterfall projects
- 21:08Small wins for customer value
- 23:13Effective agile teams
- 25:19Agile in large organizations
- 26:42Myth of fixed scope
- 28:26Teams involved from day zero
- 30:14MVPs and client expectations
- 31:18Building client trust
- 32:21Balancing value and quality
- 33:25Breaking agile rules
- 35:13Agile principles
- 36:16Agility beyond dev teams
- 38:23Final message: Experiment and adapt
- 39:05Q&A
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