Scrum Masters tend to optimize for the team, and they’re right to do so. I know as a young Scrum Master I wanted to ensure teams were the center piece of the organization. Over time though and as I experienced the challenges of scaling agile, I began to realize optimizing for other dimensions had to be considered. My lesson today is a simple one:
When we optimize only for the team, we sub-optimize for the organization and its people.
As with most things, balance is essential. So let’s talk about what dimensions to balance and what it may look like when there is imbalance.