Richard shares an experience of implementing Agile methods in a large organization that initially showed promising signs with management “pull” for change. The transformation began well with cross-functional teams created through self-selection workshops. However, unexpected resistance emerged during the kick-off day, particularly from a line manager and his team. When investigating the source of this resistance, Richard discovered that the company’s bonus structure was tied to individual performance metrics, fundamentally conflicting with Agile’s team-oriented approach.
This insight led to developing a pilot for a team-focused performance management system. After three months, the team held a retrospective with all stakeholders, where management demonstrated remarkable leadership by empowering teams to redesign their structure when the initial setup wasn’t working. This flexibility allowed even the most vocal critics to become part of the solution.
Self-reflection Question: In what ways might your organization’s reward structures be unintentionally blocking successful Agile adoption?
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About Richard
Richard is a versatile technology leader with experience as a Software Engineer, Product Owner, and Agile Coach. Passionate about building software that excites, he thrives at the intersection of technology, change, and leadership. Lately, he’s focused on Collaborative Modeling, bridging disciplines to drive innovation and create meaningful impact.
You can link with Richard Brenner on LinkedIn.
