Scrum Is Growing Up

Scrum has come a long way from its early days as a radical approach to managing complex work. Once considered experimental, even risky, Scrum is now widely recognized as a proven framework that helps teams deliver value—especially in software development. It’s no longer about testing whether it works—everyone knows it works.

Sure, there are still organizations that haven't embraced Agile, but they’re the exception now—not the rule. Most companies working in complex domains have adopted some form of Agile, and for many of them, Scrum is the by far the most popular Agile framework in use today.

That changes the way we think about Scrum.

The early days of adoption were about proving the concept—demonstrating that small, self-organizing teams could deliver better results than traditional top-down approaches. Now, we’re not proving Scrum anymore. We’re refining it. We're no longer just doing Scrum. We're trying to do it well.

This maturity means our focus has shifted:

• Training and Coaching Scrum Teams: It’s not enough to just “know the rules.” Teams need support to navigate real-world complexity. Coaching helps Scrum Teams improve their ability to collaborate, deliver, and adapt. The goal is no longer just compliance with the framework, but competence in applying it.

• Supporting Leaders: Leadership must evolve, too. Effective leaders in Agile organizations create environments where Scrum Teams can thrive. That often requires a shift in mindset—from directing and controlling to enabling and empowering. Training and coaching leaders is just as important as supporting the teams.

• Strategic Application: With experience comes nuance. We’re getting better at deciding where Scrum makes sense and how to tailor its use responsibly. It’s not a hammer for every nail, but it’s still one of the best tools we have for uncertainty and complexity.

• Empowering Teams: Mature Scrum isn’t about enforcing rules—it’s about enabling ownership. High-performing teams are empowered to solve problems, experiment, and deliver value continuously. Empowerment isn’t a side effect of Scrum; it’s a core ingredient of its success.

And here’s something else: Scrum is spreading. I’m starting to see it used in ever more diverse conditions. Human Resources teams are using Scrum to manage their workload and respond more quickly to the needs of the organization. Maintenance teams are using Scrum to plan and execute work on machines in the shop. Marketing teams are using it to stay focused on the highest-priority campaigns. This isn't just cross-functional—it’s cross-industry.

Scrum is growing up, and so are we. This evolution is exciting. It’s not about chasing the next trendy method. It’s about making what we already have work better. Helping teams get unstuck. Helping leaders support rather than steer. Helping organizations thrive in a world that isn’t slowing down.

Scrum isn’t new anymore. But that doesn’t make it any less powerful.

It just means we’re finally learning how to use it well.

To improve the use of Scrum in your organization, signup for training, schedule your own training for your team or contact us to talk about consulting services for your organization.