Rethinking Agile: Why Agile Teams Have Nothing To Do With Business Agility

by Klaus Leopold

What did they forget to consider? One product, many teams. It was correct that each team, in most cases, only worked on one product. However, several teams were often needed for one product. This created dependencies between the teams working on the same product. Dependencies between products. The products themselves weren't completely independent from one another. When a change was made in Product 1, something also needed to be changed in Product 2. And when something in Product 2 was altered, something in Product 7 also needed a change. Peculiarities in knowledge work. We're talking about 600 people in IT here. In so-called knowledge work, I don't know any organization with more than 30 employees that has absolutely no dependencies and a single team generating 100 percent value for the customer. Usually, several teams are involved in the delivery of a product in one way or another.

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