If you are thinking about designing an organization to deal with agility at scale, ask yourself this question… how will you know what the organization can deliver, and how will you know when they are going to be done?
If you can’t answer those questions… you’ll never be able to convince anyone to adopt agile.
If your answer involves gigantic release plans to sequence dependent teams months in advance… that’s kind of defeats the purpose. If your answer involves a big interdepartmental Gantt chart… I think you could make the case you’re not actually doing agile at all. If your answer has the words “trust me” anywhere in the answer… I don’t believe that’s a basis for a meaningful conversation.
So… think about what you are planning to do to drive agile adoption in your organization.
Ask yourself how are you’re going to tell the business what they are going to get and when are they going to get it. The challenge with driving agile in a real enterprise, with real business drivers, is answering these questions while preserving the business agility that the organization ultimately cares about.
Do you have an answer?