So, is it really SAFe to Fail?
Let’s dig deeper…
- What systemic problems do organizations face to consider adopting Scaled Agile Framework (SAFe)?
- What kind of financial structure supports SAFe?
- What kind of incentive structure supports SAFe?
- How much variability and ambiguity of the work does SAFe allow?
- What measure of adaptiveness does SAFe allow, if we were to count the number of transaction costs and switching costs required to complete the work?
- Are we truly increasing customer value, if the lead time in a SAFe portfolio/program is unspeakably long, the measure of adaptiveness is low, while the portfolio/program is inflated with specialization of roles?
- What influences (or diminishes) psychological safety in a SAFe model?
- What are common dysfunctional behaviors of teams in a SAFe model?
- Is failure defined as a missed deadline, a missed PI objective, or a missed customer opportunity?
- Is SAFe the problem or the lack of understanding the design of the organization itself?
- Is SAFe the problem or an organization's learning disability of its own business model and achieving what’s needed to stay market relevant?
Tune into the Season 3 premiere with the return of guest speaker, Matt Miller, and newest guest speaker, 🙎🏼♂️ V. Lee Henson - Certified Scrum Trainer, as we uncover what psychological safety looks like in a Scaled Agile Framework (SAFe) model and the dichotomy of success and failure.
