Spotify spent years growing and becoming agile—and it built its own version of what scaling looks like in the process. In doing so, it created a learning organization by conducting small experiments and adjusting its course based on the results. The company demonstrated failures offer value by propelling its employees towards continuously improved approaches.
The benefits of agile are widely understood, so why do leaders report resistance to scaling agile, and why are the top three impediments to scaling agile all related to culture?
The organizational culture conflicts with agile values.
The organization is resistant to change.
There’s inadequate support and sponsorship from management.