At the outset, it seems like agile is all about short-term focus and a product life cycle is typically the polar opposite – it runs the total gamut in the spectrum that is the life of the product, starting from incubation to end-of-life. So, how does one attribute the relationship between the two? This is where product value comes in.
If Scrum is all about short term, how then do the strategy folks work in such an ecosystem? More importantly, how does it help business leaders make and live up to important commitments? Good questions, but there aren’t easy enough answers. Doesn’t all this make strategy and Scrum look like the two poles of a magnet, or even further – the two extremes of the planet?
There are intangibles that result from adopting Agile development techniques. The hidden side of the transformation, so to speak – the changes in perceived values of interpersonal relationships, the enhanced necessity for trust, the soon-obvious need for enhancing cross-site communication inefficiencies are examined in this article.
