Twenty Years Doing Scrum in the Countryside (Part II): What It Means for One Person to Pursue Long-Term Agile in a Company
summary
A practitioner describes building long-term, company-wide Scrum and Agile adoption in a rural setting: growing from one person to a stable Scrum team with about 30% of staff having Agile experience. The talk details concrete practices used to spread change—an internal festival, mob programming, visible inception decks, a standardized customer-development model in quality documents, workshops training 500+ staff, PBL-based new-hire onboarding, and about 23% of experienced employees becoming grassroots change agents.
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chapters (27)
- 0:00Introduction
- 2:18Twenty years of Scrum in countryside
- 5:28Starting alone in 2001
- 6:12Returning to Tottori in 2006
- 8:01Growing the team gradually
- 9:04Expanding nationwide
- 10:32Supporting multiple products
- 11:56Team dissolution limits
- 13:21Becoming evangelist in 2016
- 15:06Rapid growth in 2020
- 16:51Collaborating with change agents
- 18:17Agile in new hire training
- 20:05Change agents spread
- 21:30Adoption patterns
- 23:59Personal motivations over time
- 25:00Failure of top-down Agile
- 27:10Reflecting on 20 years
- 28:40Sustained learning in growth
- 30:09Designing learning mechanisms
- 31:15Beyond Agile vs Waterfall
- 33:01Embedding Agile in core
- 34:27Current challenges future plans
- 36:41Long-term impact teamwork
- 37:25Building learning culture
- 38:06Legacy shared memories
- 38:47Summary
- 39:29Q&A
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