The paradox of scaling agile is that the very frameworks designed to scale it often introduce the bureaucracy that agile was meant to eliminate. Here's how to scale without killing what made agile work.
The Problem with Scaling Frameworks
SAFe, LeSS, Scrum@Scale—all have value. But too often, organisations adopt them wholesale, implementing every ceremony, role, and artifact without questioning whether it adds value in their context. The result? Teams spend more time in planning ceremonies than delivering value.
Start with Principles, Not Practices
Before adopting any framework, revisit agile principles: deliver value early and often, embrace change, empower teams, maintain sustainable pace. Ask: "Does this practice serve these principles, or does it satisfy our desire for control and predictability?"
Three Rules for Scaling Without Losing Agility
1. Keep Decision-Making Close to the Work
If scaling means centralising decision-making, you've lost. Teams closest to customers and code should have autonomy to make tactical decisions. Leadership sets direction and boundaries; teams decide how.
2. Minimise Dependencies Through Architecture
Most coordination overhead comes from technical dependencies. Invest in modular architecture, clear API contracts, and autonomous services. Teams that can deploy independently don't need elaborate coordination ceremonies.
3. Measure Outcomes, Not Process Compliance
Don't measure how well teams follow SAFe. Measure delivery frequency, cycle time, customer satisfaction, and business value. If a team delivers results without following the prescribed process, celebrate them.
The Bottom Line
Scaling agile doesn't mean scaling process. It means scaling the conditions that let agile thrive: autonomy, alignment, transparency, and relentless focus on value. Choose practices that serve those ends—and ruthlessly eliminate everything else.