So we set up this framework of Sprints and Daily Stand-up meetings and Reviews and Retrospectives, and I realized we needed someone whose job it was to make sure the process itself was effective. Not a manager—more of a servant-leader, something between a team captain and a coach. As we were watching the All Blacks every day, I asked the team what we should call this person. They decided on “Scrum Master.” He or she would facilitate all the meetings, make sure there was transparency, and, most important, help the team discover what was getting in their way.
