Agility is not necessary only in large companies, enormously bureaucratic or over-dimensioned. This is the obvious case, that of a giant company in which the development of the product has been trapped in an endless flow of processes, requirements between departments or continuous requests of the high command that deconstruct

It is an expression that I use myself but I believe that “agile transformation” is not the best way to call it. Maybe when this process starts in a company that is the maximum expression of cascading processes it seems more obvious to see what we are transformed worse in

It is not about seeing if the techies or product people are right and who gets their way. The issue is not getting managers “go through the hoop” of what we want to do or use subterfuge to get ahead without their full understanding so they don’t bother us.

Conquering space, respect and independency for a Scrum team inside de organization is a progressive process. It must always happen step by step and in the right moments. It can not be imposed neither to the inside not to the outside. We must never force those situations. If you try

In an agile transformation process, you start seeing changes pretty fast. You change the structure, the game rules, the roles … and if you are a little careful, things start to go visibly better. This is the part where the most superficial changes, start happening and being visible very fast. But

I saw that Tweet from Uncle Bob [https://blog.cleancoder.com/] that resonates with something I have been thinking about and have interiorized. > Agile is not simply a mindset. Agile is a set of values, principles, and disciplines that define and support that mindset. Trying to separate the mindset from