Why a CEO should think like a Scrum Master

Abstract

Purpose

One approach for CEOs seeking to improve the effectiveness of their company’s innovation initiatives is to imitate the role that a “Scrum Master” has in high speed software development projects. Fundamentally, a Scrum Master is in the business of speeding up the rate of innovation in a software project.

Design/methodology/approach

By championing Agile methodology, CEOs can focus innovation initiatives upon developing what customers prioritize and value. Pushing the organization to involve customers, and in some cases suppliers, increases the value added and value creation of the project.

Findings

When a CEO practices acting like a Scrum Master, he or she does so by pursuing four goals: Keeping innovation work cycles or “Sprints” short. Focusing upon value creation and customer involvement throughout the development process. Removing barriers to development that prevent the software programmers from doing their job. Attempting to shelter developers from counterproductive interventions by external managers.

Practical implications

By championing Agile teams, the CEO can communicate his or her expectation that innovations will be tested on clients and be available as a “court of last resort” to cut through the barriers and delays that prevent a development team from moving forward.”

Originality/value

This article is unconventional in that it suggests that CEOs need to be particularly aware of how their actions in support of Agile teams can build medium and long term organizational capabilities. Top management oversight of Agile teams can strengthen strategic relationships with internal stakeholders, customers and suppliers.

Citation

Davidson, A. and Klemme, L. (2016), "Why a CEO should think like a Scrum Master", Strategy & Leadership, Vol. 44 No. 1, pp. 36-40. https://doi.org/10.1108/SL-11-2015-0086