I've been in IT for 25 years and was introduced to the Agile mindset in 2006. I embraced Agile immediately because many of its principles were how I already worked. I like simplicity, I developed software in iterations so I could get feedback and make course corrections, I preferred communicating face-to-face, and I put my customers and developers in the same room often so they could collaborate and ensure we were on the right path. Fast forward to just a few years ago, when a company brought me in to help them on their Agile journey. Day one, the IT Director told me that they were "already very Agile". They had all the right roles in place, their ceremonies seemed to be well run, the artifacts looked clean and up to date – they looked like they had it all together. But when I began digging into how they interact with each other, I saw distrust between IT and the business units which resulted in no real collaboration, almost all their communication was by email for "CYA" purposes, and there was a heavy status reporting burden due to a lack of transparency.


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