Facing Our Organization's Philosophy with Scrum
summary
A 100-person division treated its organizational purpose as a product and ran a six-month Growth Scrum with one-week sprints, using a Chief PO (business head), rotating Pre-PO and developer roles, plus an independent advisor. Sprint cadence compressed planning-to-review into about four hours; backlog items were derived from mission statements and split into measurable goals, with a Y/How review template and a Pre-PO acceptance gate. Outcomes included more people able to articulate the purpose, review consistency, and an emerging shared direction.
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chapters (5)
- 0:00Introduction
- 2:40Why Scrum for growth
- 8:50Three major challenges
- 17:16Key learnings and outcomes
- 19:48Future steps
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