Agile in a waterfall world
I was recently brought into a company specifically to help lead an Agile transformation. I’ve worked with the hiring manager before at two other organizations, and in both cases the transformations were successful.
In this situation, we’re starting to get pushback that the changes “aren’t working.” As a result, someone who isn’t very familiar with Agile is now proposing a new team structure and suggesting we eliminate some core Scrum ceremonies.
What’s making this tricky is that the leader who brought me in knows my track record and experience, but seems to be giving weight to feedback from someone without Agile background over established practices that have worked in prior transformations.
I’m curious how others have navigated situations like this—when Agile ways of working are being questioned early on, and decisions are being influenced by stakeholders who don’t have direct experience with it.
What’s worked for you in terms of stabilizing buy-in or course-correcting in environments like this?
To further back up my stance, reports show there has been a 20% increase in productivity in the 6 weeks we've been using Agile ;)