The Dumpster fire of SAFe!

There is no cookie-cutter approach or blueprint that will result in your company being successful. SAFe is the death star plan that will ultimately be your demise.

The Dumpster fire of SAFe! SAFe has done irreparable damage to many companies like Volvo & Fitbit. Do not take their case studies at face value, they are mostly smoke & mirrors.
The Dumpster fire of SAFe! SAFe has done irreparable damage to many companies like Volvo & Fitbit. Do not take their case studies at face value, they are mostly smoke & mirrors.

๐˜๐˜ช๐˜ต๐˜ฃ๐˜ช๐˜ต ๐˜ช๐˜ด ๐˜ถ๐˜ด๐˜ฆ๐˜ฅ ๐˜ข๐˜ด ๐˜ข ๐˜ค๐˜ณ๐˜ช๐˜ต๐˜ช๐˜ค๐˜ข๐˜ญ ๐˜ค๐˜ข๐˜ด๐˜ฆ ๐˜ด๐˜ต๐˜ถ๐˜ฅ๐˜บ ๐˜ง๐˜ฐ๐˜ณ ๐˜š๐˜ˆ๐˜๐˜ฆ, ๐˜ข๐˜ฏ๐˜ฅ ๐˜ด๐˜ช๐˜ฏ๐˜ค๐˜ฆ ๐˜ช๐˜ต๐˜ด ๐˜ช๐˜ฎ๐˜ฑ๐˜ญ๐˜ฆ๐˜ฎ๐˜ฆ๐˜ฏ๐˜ต๐˜ข๐˜ต๐˜ช๐˜ฐ๐˜ฏ ๐˜ช๐˜ฏ 2016, ๐˜ต๐˜ฉ๐˜ฆ๐˜บ ๐˜ฉ๐˜ข๐˜ท๐˜ฆ ๐˜ด๐˜ถ๐˜ง๐˜ง๐˜ฆ๐˜ณ๐˜ฆ๐˜ฅ ๐˜ฃ๐˜ฐ๐˜ต๐˜ฉ ๐˜ค๐˜ฉ๐˜ณ๐˜ฐ๐˜ฏ๐˜ช๐˜ค ๐˜ฃ๐˜ณ๐˜ข๐˜ช๐˜ฏ ๐˜ฅ๐˜ณ๐˜ข๐˜ช๐˜ฏ ๐˜ข๐˜ฏ๐˜ฅ ๐˜ฃ๐˜ฐ๐˜ต๐˜ต๐˜ฐ๐˜ฎ๐˜ช๐˜ฏ๐˜จ ๐˜ด๐˜ฉ๐˜ข๐˜ณ๐˜ฆ ๐˜ฑ๐˜ณ๐˜ช๐˜ค๐˜ฆ. ๐˜›๐˜ฉ๐˜ฆ๐˜บ ๐˜ข๐˜ณ๐˜ฆ ๐˜ฏ๐˜ฐ ๐˜ญ๐˜ฐ๐˜ฏ๐˜จ๐˜ฆ๐˜ณ ๐˜ด๐˜ฆ๐˜ณ๐˜ท๐˜ช๐˜ฏ๐˜จ ๐˜ต๐˜ฉ๐˜ฆ๐˜ช๐˜ณ ๐˜ค๐˜ถ๐˜ด๐˜ต๐˜ฐ๐˜ฎ๐˜ฆ๐˜ณ๐˜ด, ๐˜ข๐˜ฏ๐˜ฅ ๐˜ช๐˜ต ๐˜ด๐˜ฉ๐˜ฐ๐˜ธ๐˜ด.

SAFe may well have worked somewhere, built iteratively and incrementally from scratch inside a single company. However, there is no way to be successful at scale using someone else process, essentially copying their homework for a different assignment. Every company is unique because of the niche that it grew to fill. Those unique niches were slow-moving in the past, allowing the ability to change to atrophy and eventually become stagnant. This stagnation is organisational cruft or, more commonly, bureaucracy. The pace of change is relentlessly increasing, and your organisational cruft is slowing you down.

๐—ฌ๐—ผ๐˜‚๐—ฟ ๐—ฐ๐—ผ๐—บ๐—ฝ๐—ฎ๐—ป๐˜†โ€™๐˜€ ๐˜€๐˜‚๐—ฐ๐—ฐ๐—ฒ๐˜€๐˜€ ๐—ถ๐˜€ ๐—ฑ๐˜‚๐—ฒ ๐˜๐—ผ ๐˜†๐—ผ๐˜‚๐—ฟ ๐—ฏ๐˜‚๐˜€๐—ถ๐—ป๐—ฒ๐˜€๐˜€ ๐—ฎ๐—ฑ๐—ฎ๐—ฝ๐˜๐—ถ๐—ป๐—ด ๐˜๐—ผ ๐˜๐—ฎ๐—ธ๐—ฒ ๐—ฎ๐—ฑ๐˜ƒ๐—ฎ๐—ป๐˜๐—ฎ๐—ด๐—ฒ ๐—ผ๐—ณ ๐˜๐—ต๐—ฒ ๐—ฑ๐˜†๐—ป๐—ฎ๐—บ๐—ถ๐—ฐ, ๐—ณ๐—ฎ๐˜€๐˜-๐—ฐ๐—ต๐—ฎ๐—ป๐—ด๐—ถ๐—ป๐—ด ๐—บ๐—ฎ๐—ฟ๐—ธ๐—ฒ๐˜๐˜€ ๐—ถ๐˜ ๐—ฒ๐—ป๐—ฐ๐—ผ๐˜‚๐—ป๐˜๐—ฒ๐—ฟ๐˜€.

You need to allow the right practices to emerge over time and build a unique set of systems that allow you to maintain your niche and adapt to new niches as they arise. Leadership, not Management will help you get there.

โ€œValue is the real goal. In these increasingly uncertain times, having the technical excellence and business flexibility to quickly and deliberately respond to change will be the differentiator between the business that thrive and those that struggle to survive. The forced adaptations from Covid demonstrated the need to trust and empower your people. How will monolithic bureaucratic practices support that?โ€ โ€” Simon Reindl

A leaderโ€™s job is to foster a lean-agile mindset and then get out of the way and allow folks to get the work done.

๐—ฆ๐—ผ๐˜‚๐—ฟ๐—ฐ๐—ฒ๐˜€:

  • The Results of Companies Migrating to heavy-weight Scaled Frameworks and off-the-shelf platforms
  • How large successful companies achieve agility at scale.
  • USAF Memorandum: Preferred Agile Framework

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Martin Hinshelwood

Martin Hinshelwood

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Martin Hinshelwood is a Professional Scrum Trainer and Microsoft MVP. He has been Consulting, Coaching, and Training in DevOps & Agility since 2010.