False Gods, Silver Bullets and the Myth of Innovation

I am privileged to publish this guest post from the brilliant and lovely Michael Rembach (@mrembach).

In October I stumbled across a blog article about product development using Scrum and the hindering effect that Scrum can have on the innovation process especially if the organisation is fully ‘agile immersed’.  The blog was written by Brian de Haaf (@bdehaaff) who is the co-founder of Aha! – A product management software company.  While the article was well written and brought up many salient points about innovation, I disagree with the overall premise that Scrum may have innovation-limiting behaviours  You can read the original article here zite.to/17HnE4S .

The first thing I’d like to point out is that I agree with the points about innovation in the article.  Innovation practices, such as having a shared vision, engendering trust in your organisation and having a strategic direction are all vital ingredients for success and even more so in technology companies.  The thing about innovation is that it’s a cultural thing and no framework/methodology/philosophy in the world is going to make your company innovative without the desire (or need) to. Having a myopic view of your product because you’re ‘Agile’ misses the point of the delivery focus and discounts the innovation-enabling practices that Agile encourages.

Scrum, and other Agile methodologies, are essentially delivery focussed which is why there is a requirement for product owners to focus strongly on the Sprint cycle and the short-term delivery timeline that it brings.  However, this does not and should not excuse the product owner for not checking that what is being delivered is aligned to the strategic goals for the product or in fact, the organisation.  The two aren’t mutually exclusive and a product owner is responsible for communicating that vision to the project team so that they are aware of the purpose of the product.  Constantly checking in with the vision by all the team should ensure that what is being built doesn’t deviate from the intention of the product’s purpose.  The product owner is simply not performing her role properly if she suffers from the myopic concern with delivery-cycles without also ensuring that the product is meeting its intended strategic objectives.

Rather than inhibiting innovation, I posit that Agile has a number of practices that encourage innovative behaviour:

    1. MVP – the primary reason for creating a minimum viable product is to determine that what you’re trying to produce is viable, but it also serves a couple of other important purposes.  The first is prototyping; where you have the opportunity to experiment with your solution, try something small and novel and see if it works and the second; it gives you the opportunity to solicit feedback from your clients, the product ecosystem and anywhere else.  This is a primary source of knowledge for decision-making.
    2. Fast-failure – Agile methodologies allow you to fail quickly and learn some valuable lessons before it costs you too much.  Innovation is all about finding out new ways to do things and failing fast and safely is one of the best ways to forge new paths.
    3. Continuous learning through retrospectives – a learning organisation is an innovative organisation and retrospectives provide an excellent opportunity to improve not only what we are producing (again, you can look at the strategic alignment at the end of every sprint or release cycle), but also how we work together.
    4. Embracing change – if making changes to your product is painful then your ability to be innovative will be too.  Agile methodologies accept that change is inevitable from the get go and therefore provide less resistance to innovating during the development of a product.

Innovation is difficult at the best of times.  As Clayton Christensen illustrates in his famous Innovator’s dilemma, history is filled with the burnt out shell of successful companies that died as a result of not being able to change.  To succeed, innovation needs to be part of the organisations culture.  The premise that progressive change-embracing frameworks like Scrum inhibit innovation does not recognise these aforementioned practices.  Agile won’t make you innovative, but it sure can help encourage it.

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