Transforming Agile Perspectives at the Global Agile Summit

BONUS: Maria Chec Explores the Divide Between Agile Leaders and Practitioners

In this BONUS episode, we explore Agile leadership with Maria Chec, author and host of Agile State of Mind. Maria shares insights from her analysis of Miro's Agile Survey, revealing a concerning disconnect between how Agile leaders and practitioners experience agile methodologies. We explore the roots of this divide, discuss practical approaches to bridging the gap, and consider the implications of recent industry developments like the PMI-Agile Alliance merger. Maria offers valuable perspectives on creating truly collaborative environments where frameworks serve the teams, not the other way around.

The Disconnect Between Leaders and Practitioners

"Practitioners feel pressured to comply with agile practices when they don't seem to add value."

Maria highlights a stark divide revealed in Miro's survey of 1,200 agile practitioners and leaders. When asked if agile is living up to its original values, leaders and practitioners gave drastically different responses. For example, 69% of practitioners felt processes and tools overshadow individuals in their organizations, while only 43% of leaders shared this view. Similarly, 58% of practitioners believed documentation was prioritized over delivering final products, compared to just 39% of leaders. These disparities point to a fundamental disconnect in how agile is experienced at different organizational levels, with practitioners often feeling frameworks are imposed rather than collaboratively implemented.

When Frameworks Become the Problem

"The framework is too rigid... The framework is too complex... We have to change too much to use the framework."

The issue isn't with agile frameworks themselves but how they're applied, Maria argues. Leaders often implement frameworks like SAFe without sufficient practitioner input or adaptation to organizational context. This creates an anti-pattern of "magical thinking" where companies believe they can install off-the-shelf solutions that worked elsewhere without considering their unique circumstances. The practitioners, who must live with these frameworks daily, experience frustration when rigid implementations fail to address their actual needs. Conway's Law comes into play here – the structure imposed by leadership often doesn't align with how teams naturally need to collaborate based on the systems they're building.

The Role of Psychological Safety

"Can I really admit that something the leadership made me do is not working for me? Will I be the only one admitting it?"

This disconnect reveals deeper issues around psychological safety and trust within organizations. Many practitioners fear speaking up about framework problems, especially when they've just endured yet another organizational transformation. Maria emphasizes that without psychological safety, feedback loops break down, preventing the continuous improvement that's central to agile philosophy. Leaders must create environments where teams feel safe to provide honest feedback about what's working and what isn't, without fear of being singled out or dismissed. Without this safety, frameworks become rigid implementations rather than adaptable approaches that evolve with team needs.

Reconnecting Through Gemba Walks

"Be there where the value is created and know what's going on."

To bridge the gap between leadership vision and practitioner reality, Maria strongly recommends Gemba walks – a concept from Lean and Toyota where leaders go to where value is created. This practice helps leaders understand the actual work being done and build relationships with team members. Maria references Project Aristotle at Google, which found that trust and psychological safety are fundamental to team success. She also notes the importance of leaders articulating a meaningful mission to inspire teams, sharing her experience at a taxi-hailing app where the CEO's vision of reducing urban parking needs made her feel she was "building something for the future."

• Leaders should regularly spend time where the actual work happens

• Teams need to understand how their work contributes to a larger purpose

• Open communication channels must be genuine, not just symbolic

In this segment, we refer to Management 3.0 and Managing For Happiness by Jurgen Appelo. 

The PMI-Agile Alliance Merger and the Future of Agile

"Have we really found better ways? Why are Agile Alliance and PMI merging?"

The recent merger between the Project Management Institute and Agile Alliance represents a surprising development in the industry. Maria takes an optimistic view, wondering if this indicates PMI recognizing that agile is truly the way forward. She acknowledges the perception that "Agile is dead" discussions highlight a crisis in the movement, but suggests the merger might be an opportunity to influence project management with agile values. She emphasizes how AI is creating massive changes that require experimentation and adaptation – precisely what agile approaches enable. This industry shift offers agile practitioners the chance to shape how traditional and agile methodologies might complement each other in the future.

• The merger could be seen as closing a circle or as an opportunity for cross-pollination

• "Agile is dead" discussions reflect growing pains rather than true failure

• Rapid technological changes with AI require more experimentation, not less

Breaking Down Silos with "Glue Roles"

"What are the 'glue roles' that you need in your organization?"

Maria introduces her concept of "glue roles" – positions that help break down silos and foster collaboration regardless of what they're called. Whether they're RTEs (Release Train Engineers), Agile Coaches, or Technical Project Managers, these roles can transform organizational effectiveness when focused on enabling teams rather than enforcing processes. She observes that nature constantly changes, yet we expect our companies to remain static. This mindset prevents the adaptation necessary for true agility. Instead, organizations need individuals who can facilitate communication, remove barriers, and help teams collaborate effectively across boundaries.

• Focus on the function of collaboration rather than rigid role definitions

• Adapt roles to organizational needs rather than forcing organizational change to fit frameworks

• Use these roles to foster psychological safety and open communication

Learning Through Experimentation

"We need to experiment."

Looking toward the future, Maria emphasizes the importance of experimentation in the face of rapid technological change, particularly with AI. She notes that while tech professionals are often thought to be early adopters, AI tools like ChatGPT are being embraced across all industries. The accelerating pace of change means we can no longer plan years ahead with certainty – what we use today may be obsolete in two years. This reality makes agile approaches even more relevant, as they embrace change rather than fight it. She encourages agile practitioners to openly discuss how they use these new tools, adapting their practices rather than clinging to outdated methods.

• The accelerating pace of change makes long-term planning increasingly difficult

• AI is already transforming work across all industries, not just tech

• Agile principles of adaptation and experimentation are more relevant than ever

About Maria Chec

Maria Chec is a seasoned Agile leader, ProKanban Trainer, and creator of Agile State of Mind. With over a decade of experience, she specializes in transforming teams through SAFe, OKRs, and process optimization, achieving remarkable productivity gains. Maria's mission is empowering teams to thrive through collaboration and adaptability.

You can link with Maria Chec on LinkedIn and subscribe to Maria Chec’s Substack.