Handoffs happen when teams are told to “be Agile” but are organized according to an old way of thinking. Instead of assembling cross-functional teams focused on delivering end-to-end value, many organizations organize Agile teams into technology silos—backend, frontend, database, dev ops - each focused narrowly on their own technology area. While it may seem "efficient", what this really means is that teams have built-in walls to value delivery.

𝗧𝗵𝗲 𝗔𝗜 𝗥𝗮𝗰𝗲: 𝗗𝗼𝗻’𝘁 𝗟𝗼𝘀𝗲 𝗦𝗶𝗴𝗵𝘁 𝗼𝗳 𝗬𝗼𝘂𝗿 𝗚𝗿𝗲𝗮𝘁𝗲𝘀𝘁 𝗔𝘀𝘀𝗲𝘁 — 𝗬𝗼𝘂𝗿 𝗣𝗲𝗼𝗽𝗹𝗲 As of 𝗝𝘂𝗹𝘆 𝟮𝟬𝟮𝟱, global AI investment is projected to reach $𝟯𝟲𝟬 𝗯𝗶𝗹𝗹𝗶𝗼𝗻 — a 𝟲𝟬% 𝘆𝗲𝗮𝗿-𝗼𝘃𝗲𝗿-𝘆𝗲𝗮𝗿 𝗶𝗻𝗰𝗿𝗲𝗮𝘀𝗲. • Countries want to lead. • Corporations want to dominate. • Everyone wants to be first with the most advanced AI systems. But in the noise of this race, I see something deeply unsettling: 𝗗𝗲𝗰𝗮𝗱𝗲𝘀 𝗼𝗳 𝗲𝘅𝗽𝗲𝗿𝗶𝗲𝗻𝗰𝗲 𝗮𝗿𝗲 𝗾𝘂𝗶𝗲𝘁𝗹𝘆 𝗯𝗲𝗶𝗻𝗴 𝗽𝘂𝘀𝗵𝗲𝗱 𝗮𝘀𝗶𝗱𝗲.

Scrum exposes what’s not working—but doesn’t stop there. Its real power lies in what happens next: creating moments for deliberate, continuous improvement. This post explores what that really means, and how teams can turn visibility into action.

Not everyone is ready for Scrum. This blog explores common personality types that resist Scrum ways of working, such as The Pessimist, The Perfectionist, and The Order-Taker, and explains why they struggle. You’ll also learn practical ways Scrum Masters can coach these individuals, reduce friction, and guide meaningful change during a Scrum adoption.

Adding teams rarely speeds up delivery it often makes things worse by increasing dependencies and coordination overhead. Study the system first, use proven tools to uncover real design issues. The fix isn’t more teams, it’s smarter organizational design.

Facilitators can use this prompts and phrases bank to facilitate their sessions. The items are categorized for easy access during the live facilitation

Why AI isn’t just a tool, but a new context for agility.

In a recent conversation with an executive leader, she shared a very interesting insight: “Leadership is a lot like being a glorified Scrum Master.” It may sound surprising to you at first, but the more I think about it, the more it makes sense to me.

In diesem Artikel erklärt PST Simon Flossmann die beste Strategie Stakeholder zu managen.

This post unpacks what story point estimates really show -variance. A simple scatter plot reveals why chasing better estimates misses the point. Smaller, consistent work wins. Estimation isn’t the problem. The way we size work is.

In the AI era, our greatest strength lies not in automation, but in our unique human qualities. My two decades have focused on guiding teams beyond basic self-organization to transformative teamwork. High trust and psychological safety are crucial to bridge the gap, requiring growth from both teams and leaders. The hardest part is giving a vote of confidence in advance, risking disappointment.

Scrum makes the impact of your practices visible—whether you like what you see or not. Learn what that means, and how to use it to improve your team's outcomes.

As a Scrum Master have you ever been in a situation where you were in a team discussion and you agreed to a team decision because everyone was in for it, although deep down you were not really inclined or in agreement with the decision. Also, did it happen that at a later point in time, most, if not all, of the other team members shared a similar feeling that they agreed to a particular decision because they didn’t want to disagree with the rest of the team.

The Double Diamond design process model, introduced by the UK Design Council in 2005, is a widely recognized framework that provides a clear and comprehensive roadmap for navigating complex challenges and delivering impactful solutions.

This article explores how Agile leaders can enhance customer satisfaction by integrating emotion recognition and Emotional AI into product and service delivery. Learn how to use classes of service, AI-driven insights, and human empathy to adapt faster, prioritise better, and deliver greater value in today's emotion-driven marketplace.

Explores how Scrum Masters and Product Owners balance leadership, authority, and team autonomy to ensure accountability, effective self-management, and organisational alignment.

As a Scrum trainer, I get the chance to speak with people from many different industries—finance, healthcare, tech, education, government. Because of my unique position, I get a chance to notice trends in the industry. Here is what I am hearing a lot about lately.

In this article, we'll break down two of the most misunderstood yet powerful tools in the product toolbox: User Personas and User Role Modeling. These tools will help you create value-driven backlogs that reflect real user needs, not just business assumptions.

It's ironic how often we leverage traditional project management for the transformation towards more agile, product oriented ways of working. What would it look like to treat a product transformation like a product?

This blog covers the two techniques - Slicing and Splitting. Are they same? Are they different? When to use which?

Scrum doesn’t just accommodate how you work—it challenges it. By increasing transparency, Scrum helps teams discover which practices still serve them… and which don’t. Here’s how it quietly renders some habits unnecessary.

Lernen Sie, wie Sie die kognitive Belastung reduzieren, schnellere, evidenzbasierte Entscheidungen treffen und Ihre Coachingwirkung auf ethische Weise verstärken können.

Measuring individual cycle time in Kanban misleads teams, hides real bottlenecks, and harms flow. Focus on system-wide metrics like PCE, WIP, and throughput instead.

How do you manage your cross-organization initiatives? How can we leverage the project to product shift for cross-org work? Find out what can be learned from Scrum Product Ownership in this article from PST Yuval Yeret.

As a trainer, I have the unique opportunity of hearing from a lot of people practicing Scrum in many different organizations. One of the recent trends that I am thrilled to hear about is that many organizations are - at last! - starting to take note of the importance of defining their products.

Coordination tax—that hidden cost of trying to innovate across organizational boundaries that weren’t designed for the outcomes you’re pursuing. How can we evade this tax?

In diesem Artikel teilt PST Simon Flossmann, 3 Erkenntnisse für Scrum Master, die langfristige Veränderung bewirken wollen

Discover how generative AI can supercharge Agile coaching in high-pressure environments.

Scrum wraps around existing practices—not to protect them, but to help you inspect and improve them. Learn how this works and what your team should wrap, replace, or retire.

AI has the potential to be either constructive or destructive. Awareness helps you utilize AI responsibly and ethically. But what does Responsible and Ethical AI mean?!

How can we / should we leverage AI to accelerate discovery and product delivery?

In diesem Artikel entlarvt PST Simon Flossmann 3 gängige Lernmythen.

Denn echte Agilität erfordert tiefgreifende systemische Veränderungen in der Organisationsstruktur, der Führung und den technischen Praktiken, nicht nur die Ausführung von Ritualen.

Scrum stands as a rare and transformative management innovation in a field where technical progress has accelerated but management practices have stagnated.

If Context is King in AI - Context should be considered a core "platform product" for enabling AI leverage. What might it look like to develop AI Context like a Product?

Stuck in a product discovery rut? PST Sander Dur presents the 72 Discovery Tactics Card Deck and why it should be your go-to tool for sparking fresh ideas and breaking through stale thinking. Draw from six creative themes to challenge assumptions, prototype boldly, and inspire action—whether you're solo or in a team workshop. Ready to energize your next Sprint? Use it solo or in team workshops to spark fresh ideas, remix multiple cards for even wilder insights, and bust through stale thinking whenever you need a creative jolt.

Organizing product groups effectively is essential as organizations grow or shift from project-based models. Ideal product teams are small, cross-functional, flexible, and self-managed. Scaling often requires approaches like Team Topologies, with Stream-Aligned, Platform, and Enabling Teams, treating shared services and platforms as products. There’s no one-size-fits-all model, but key ideas include making self-managed teams the core unit, decoupling delivery from skills development, and striking a balance between people and product growth. Ultimately, success relies on people and a holistic approach to change.

Yes, outcomes matter. And we can’t measure our success as Scrum Masters by outcomes alone. In this follow-up to Part 1, I explore the deeper, less-visible indicators of impact—like how we show up in difficult moments, how our teams respond to conflict and change, and how we grow our capacity to lead with presence, clarity, and courage. If you've ever felt discouraged by missed goals or external pressures outside your control, this piece is for you. Let's rethink how we define success in complex environments—and reclaim the parts of leadership that metrics alone can't measure.

Continuous delivery is achievable for any software, regardless of complexity. Success depends on investment in automation, quality, and process improvement—not technical barriers.

Many Scrum Masters fall into the trap of quoting the Scrum Guide verbatim, mistaking recitation for servant leadership. Quoting the rules isn't the same as understanding them. This post explores why simply reading from the Guide can frustrate teammates and stakeholders, lack context, and hinder team growth. Here's what you can do instead. Try taking on a coaching stance to foster understanding through relevance, reflection, and powerful questions. To help teams truly embrace Scrum, the focus must shift from quoting the rules of the game to connecting with the “why.”

AI is rapidly transforming the role of Product Owners. Those who fail to adapt to this new productivity engine risk becoming obsolete. The PSPO-AI Essentials course helps you mitigate this risk.

In diesem Artikel erklärt PST Simon Flossmann warum der Begriff „Stakeholder-Management“ ist irreführend und welche Fragen, Product Owner beim Stakeholder Management stellen sollten

Why Tactical Adoption Rarely Leads to True Transformation and What to Do Instead

What is a real product and how to organize a product group? Using Yandex Taxi as an example, we analyze the concept of value areas and the importance of end-to-end prioritization.

Ever wonder why AI feels like more hassle than help? Discover the simple shift Product Owners can make to finally get real value—and better results—from tools like ChatGPT

Scrum provides the framework—you bring the methods. This post explores what it means that "various processes, techniques, and methods can be employed within the framework," and how to choose the ones that truly serve your team's purpose.

This blog discusses the role of a Product Owner and how Artificial Intelligence (AI) can serve as a valuable "teammate" to help scale Product Ownership. It addresses the common criticism of the Product Owner's broad scope and explains how AI can assist with tasks, allowing Product Owners and their teams to focus on more complex work. The blog also introduces a new Scrum.org course designed to teach Product Owners how to leverage AI in their daily work, clarifying that AI will not replace Product Owners but will act as a supportive partner.

In today’s volatile business environment, Agile leaders must embrace a growth mindset to lead effectively. This article explores the neuroscience behind mindset theory, offers practical insights from business case studies (e.g., GE, Xerox), and shows how Agile leadership aligned with continuous learning builds resilient, adaptive organisations.

Berücksichtigen Sie vier Leitplanken bei der Entwicklung von Produkten mithilfe von generativer KI.

Argues that the Scrum Master role requires proven mastery and real-world experience, not entry-level skills or certifications, and should be earned within the team, not assigned.