Many organizations focus on execution as the main driver, hire ScrumMasters (good) and Agile Coaches (also good, if they realize what the real problem is quick enough) and assume that is gonna solve the problem. Sadly often enough the problem is one level higher and the conflicts that emerge on working level are just (as you correctly describe) the SYMPTOMS of strategic misalignment.
Yes, that certainly resonates with what I've seen and heard, Robert - there's often a gap in getting strategic alignment at that higher level before teams kick into execution. It's much less costly to solve the problem at that higher level (fewer people involved, less time invested) than to discover it down the line.
Many organizations focus on execution as the main driver, hire ScrumMasters (good) and Agile Coaches (also good, if they realize what the real problem is quick enough) and assume that is gonna solve the problem. Sadly often enough the problem is one level higher and the conflicts that emerge on working level are just (as you correctly describe) the SYMPTOMS of strategic misalignment.
Yes, that certainly resonates with what I've seen and heard, Robert - there's often a gap in getting strategic alignment at that higher level before teams kick into execution. It's much less costly to solve the problem at that higher level (fewer people involved, less time invested) than to discover it down the line.