A few weeks ago we analyzed whether GameStudioX's practices are aligned with its goals. And we received a response that analyzed the risks and proposed clear actions.
What if all of that were true… but didn't work?
🕹 GameStudioX wants to improve its reputation and secure funding. To do so, it is "doing Scrum":
- Long Daily Scrums that add no value.
- Meetings among managers without team participation.
- Covert punishment for dissent.
- Little dialogue between departments.
On paper, the plan is to "do it right": redefine the purpose, empower teams, improve communication, train in agility…
Sounds good. But in reality, that isn't always easy to put into practice.
🔍 Let's identify what doesn't show up in the manuals.
- What signs would make you think that, even though everyone says "everything is going well," the transformation is misaligned with the real goals?
- What subtle details of day-to-day work signal that something doesn't add up?
- Where would you see contradictions between what is said and what is done?
- What have you experienced that helps you detect a fake transformation?
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