How to screw Agile and digital transformation
summary
Argues that Agile gets wrecked by one‑size‑fits‑all rollouts, consultants selling Scrum = Agile, and teams organized around IT systems instead of business capabilities. Shows a lending automation case where 70% of contract data already existed, yet three new AI projects are started and integration collapses into siloed “castles.” Claims Scrum suits certain product lifecycle phases but is not a universal fix, urges vetting consultants, choosing methods by phase, and keeping pragmatic reuse of robust legacy systems.
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chapters (9)
- 0:00Agile and digital transformation intro
- 1:29Agile missteps first encounter
- 4:43Agile consultants dangers
- 8:37Scrum’s limits
- 11:46Spotify model pitfalls
- 15:00Banking alignment gone wrong
- 19:58Lessons learned
- 27:43Common sense over dogma
- 33:24Q&A
