“The teams need to understand the advantage of the synchronization — but will they?” – Mirco Gerling
Two of Mirco’s teams just got merged into one — and the brand-new, fused team is now part of a 10+ team organization trying to move from loose-coupled chaos to a standard process. Different sprint lengths. Different estimation methods. Different ticketing tools. The plan: align everyone to 4-week sprints, hold a global planning week every three months, and synchronize start and end dates across all teams.
Mirco voted for 2-week sprints. The majority went with 4. And then the side effects started. Sprint reviews stack up on the same days, making it impossible for Scrum Masters to facilitate them all.
Teams synchronize on paper, but interact organically across the four weeks anyway, so the cadence advantage doesn’t materialize. And the merged team itself? Pushed back through Tuckman’s stages by the merge — the Tuckman model reminded Mirco that “adjourning” is real, and a high-performing team starts over when its membership changes.
Mirco’s experiment: let faster-moving teams run two 2-week sprints inside the 4-week window, keeping organizational sync while restoring their own learning rhythm.
Self-reflection Question: Where in your organization is process standardization being mistaken for actual alignment — and what would it cost you to separate the two?
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About Mirco Gerling
Mirco is an experienced Scrum Master in the public sector. With a strong IT background, he has spent 25 years developing software and driving agile transformations. Passionate about innovation and teamwork, Mirco brings expertise and dedication to every project.
You can link with Mirco Gerling on LinkedIn.
