Why Agile Transformation Requires Coaching Instead of a Fixed Scrum Process

This article originated from a client agile coach asking why a standard Scrum framework cannot be directly given to teams without extensive coaching, and aims to answer similar questions.

The core issue is whether the team is pursuing true agility or merely process standardization; the client’s agile transformation is driven by the CTO as an organizational change, emphasizing continuous improvement rather than simple process compliance.

Process standardization can be a stage in agile transformation, helping teams move from "Doing Agile" to "Being Agile".

Agile differs from process standardization in two fundamental ways: 1) Agile is people‑centric, valuing individuals and interactions over processes and tools, and Scrum itself embodies five core values beyond its ceremonies; 2) Agile teams evolve through a "Shuhari" (守破離) progression, where merely imposing processes without coaching limits growth and self‑organization.

Thus, agile transformation is not just process redesign but an organizational change rooted in agile values, with processes and tools acting like a car’s body and wheels, while people are the engine that drives continuous progress.

Key insights include: 1) Guiding agile transformation by focusing on the human aspect to embed continuous improvement; 2) Helping teams understand that agile is not just running processes or meetings, requiring coaching, training, and advocacy; 3) Enabling agile coaches to regularly self‑reflect and maintain a holistic view of transformation rather than getting stuck in execution details.

The discussion was sparked by a real client question, and the author invites readers to share their own questions for future articles.

Finally, the author thanks the colleague who raised the original question.

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