#57 – An UnSAFe Protest

If implementing SAFe hasn’t made your company more agile (whatever that means), the blame is not with SAFe, but potentially with yourself for not having made the neccessary systemic changes (e.g., if your ARTs are organized around functional departments instead of Value Streams).

So, instead of complaining about how SAFe has skewed the purpose and dynamics of agile, let’s appreciate how the work of Dean Leffingwell, et. al., has actually introduced the terminology and practices of agile and Lean to these organizations. And if you feel that SAFe has done the enterprises a disservice, then start having a discussion on that with the decision-makers, so you can educate them on what the right approach should be, instead.

And remember: SAFe is not the end state, but rather a means to start or continue an agile journey. You should always consider the trade-off between the overhead of SAFe and its benefits, and when it’s the right time to descale.