We're agile. So why haven't outcomes improved?

Arjan Habben Jansen -

Agile is everywhere. Teams sprint, backlog, and iterate—but why do so few organizations achieve the outcomes they expect? I’ve learned that the answer is simple: “Agile isn’t broken. It’s how we’ve implemented it.” My approach focuses on enabling teams to overcome dependencies, align strategically, and deliver real value—not just outputs.

Why Agile Outcomes Fall Short and How to Fix Them

Agile adoption is almost everywhere. Ask any room of professionals if they work in an agile way, and over 90% of hands will shoot up. But here’s the uncomfortable truth: despite widespread adoption, most features fail to deliver the outcomes organizations expect. Research shows some features even deliver a negative ROI.

Why? It’s not Agile itself that’s at fault. The problem is us. Agile frameworks like Scrum offer tools and processes, but they leave out the bigger picture: funding, governance, and alignment. In my talk, “Why we work the way we do, and how we could do it better?” I break down what’s missing and how enabling teams can lead to meaningful results.

The Agile Gap: Why Outcomes Suffer

The Agile manifesto, created over 20 years ago, introduced principles that transformed software development. However, these principles left much open to interpretation. The manifesto told us what to value, but not what to do day to day. As a result, organizations sought ready-made solutions, often adopting frameworks like Scrum without fully considering their unique needs.

This off-the-shelf approach, while convenient, has created what I call “Water-Scrum-Fall.” Teams stick to traditional waterfall structures—big upfront plans, rigid PRDs, and bureaucratic approvals—and slap Agile on top with two-week sprints. This hybrid fails to deliver on Agile’s promise of speed, adaptability, and customer-centricity.

The deeper issue lies in three critical gaps Scrum doesn’t address:

  1. Funding: Traditional business cases fund projects, not outcomes, locking teams into predefined features instead of iterative value delivery.
  2. Governance: Metrics focus on effort (hours worked) or outputs (features shipped) instead of meaningful outcomes.
  3. Alignment: Teams lack a shared vision, leading to disjointed efforts and inconsistent user experiences.

Enabling Teams to Succeed

The solution isn’t to discard Agile but to evolve it. I advocate for enabling teams by removing blockers, fostering autonomy, and providing the right structures. You can’t manage dependencies; you have to remove them.

Here’s how organizations can enable teams effectively:

1. Fund Value Streams, Not Teams
Traditional funding models assign budgets to teams or projects, often misaligning resources with business priorities. Instead, I suggest funding value streams. For example:

  • If upselling is a priority, fund the cart team.
  • If conversion rates need improvement, fund the search team.

By tying funding directly to customer outcomes, organizations can ensure resources are allocated where they’ll have the greatest impact.

2. Empower Teams with End-to-End Ownership
Dependencies are the enemy of agility. When teams rely on others for approvals, code, or designs, progress slows, and accountability diminishes. I propose giving teams full ownership of their work, from idea to delivery.

This approach requires restructuring teams to align with customer value streams. For example, in an e-commerce platform, separate teams could own:

  • Product catalog management
  • Search functionality
  • Checkout and payment processes

Each team would operate autonomously, reducing bottlenecks and ensuring accountability for outcomes.

3. Redefine Metrics

Many organizations still measure success with outdated metrics, such as hours logged or features delivered. I emphasize shifting the focus to outcomes that matter:

  • Customer metrics: Are users engaging with the feature? Are they completing their tasks?
  • Business metrics: Is revenue increasing? Are costs decreasing?

By aligning metrics with business and customer goals, teams can better demonstrate their impact and adapt strategies as needed.

Structuring Teams for Success

Agile at scale introduces new complexities. As organizations grow, so do dependencies between teams. I’ve outlined a framework for structuring teams to balance autonomy and alignment:

Value Stream Teams

These teams own specific customer-facing outcomes, such as search or cart optimization. They work end-to-end, minimizing dependencies and delivering value directly to users.

Product Teams
Product teams provide strategic alignment. They set the vision, define quarterly objectives, and ensure value stream teams are working cohesively toward organizational goals. Importantly, they avoid micromanaging by empowering teams to decide how to achieve these objectives.

Enabling Teams
Enabling teams consist of senior staff who upskill, mentor, and support value stream teams. They introduce tools, document best practices, and address skill gaps, ensuring teams can operate at their best.

Internal Teams
These teams provide shared resources, such as technical platforms or design systems. By centralizing these services, organizations can reduce duplication and streamline processes.

Overcoming Challenges

Enabling teams isn’t without its challenges. One major hurdle is executive buy-in. I advise starting small: Pick a team, isolate their work, and pilot the approach. By demonstrating success on a smaller scale, organizations can build momentum for broader adoption.

Another challenge is maintaining alignment while fostering autonomy. Clear objectives and transparent communication are critical. Product teams play a critical role here, translating business goals into actionable objectives for value stream teams.

The Zero Blockers Framework

To help organizations implement these ideas, my team and I at Zero Blockers have developed a detailed framework. The Zero Blockers framework includes:

  • Comprehensive documentation covering processes, structures, and metrics.
  • Practical guidance for overcoming common challenges, such as dependencies and misaligned incentives.
  • Tools and templates for structuring teams, setting objectives, and measuring outcomes.

Available for free, the framework provides actionable steps for transforming Agile from theory to practice.

Conclusion: Agile Done Right

Agile isn’t broken, but its implementation often is. By focusing on enabling teams, organizations can overcome dependencies, align strategically, and deliver meaningful outcomes.

My insights remind us that Agile success isn’t about frameworks or tools. It’s about empowering teams to focus on what matters: creating value for customers and the business.

Ready to take your Agile practices to the next level? Explore the Zero Blockers framework here: https://docs.zeroblockers.com