Most teams don’t fail because of poor ideas — they fail because of poor execution.
Plans are made, timelines are set, and everyone leaves the meeting optimistic.
Then the work begins… and chaos follows.
Enter Scrum — a framework born from the world of Agile software development but now used by businesses, governments, and schools to achieve results faster, smarter, and with less waste.
As Jeff Sutherland describes in Scrum: The Art of Doing Twice the Work in Half the Time,
“You don’t learn Scrum by reading about it. You learn it by doing it.”
Scrum turns “execution” from a plan into a living process — one rooted in focus, feedback, and continuous improvement.
The Sprint: Small Cycles, Big Results
The FBI provides one of the best real-world examples of Scrum in action.
To modernize its outdated technology systems, the Bureau broke massive, complex projects into short, focused bursts called Sprints — usually two weeks long.
Each Sprint had one simple rule: deliver a working result at the end of the cycle.
Not a plan. Not a presentation. Something real, tested, and reviewed by stakeholders.
This cycle gives teams instant feedback:
- Are we heading in the right direction?
- Is what we’re planning next actually what matters most?
Scrum transforms long, risky projects into a steady rhythm of progress.
How Sprints Work
Each Sprint begins with a planning meeting, where the team commits to a realistic workload drawn from a prioritized list (the backlog).
SPRINT BACKLOG
Every member has a say in what gets done — because, as the Great Game of Business reminds us:
“People support what they help create.”
During the Sprint, the team focuses only on the agreed tasks.
At the end, they review progress:
- Did we finish everything?
- Did we overcommit?
- What slowed us down?
This creates a powerful feedback loop — what Scrum calls velocity — helping teams understand their true capacity and continuously improve their flow.
Removing Impediments: The Toyota Connection
Scrum borrows heavily from Toyota’s Production System — especially Taiichi Ohno’s concept of flow.
Ohno believed that management’s primary job is to remove impediments — anything that slows the flow of work.
“In a low-growth period, such waste is a crime against society more than a business loss.” — Taiichi Ohno
Scrum applies the same principle.
At the end of each Sprint, teams don’t just ask what they achieved — they ask how they achieved it.
They identify bottlenecks, blockers, and “waste” in their process.
That’s where real productivity gains happen.
So the question for every leader becomes:
- “Who in your business is responsible for removing impediments?”
The PDCA Cycle — Deming’s Influence
Before Scrum, there was W. Edwards Deming — the quality guru who helped Japan rebuild its industrial strength after WWII.
Deming introduced the concept of continuous improvement, now known as the PDCA Cycle:
Plan → Do → Check → Act
- Plan: Define the goal and method.
- Do: Implement it.
- Check: Measure results and learn.
- Act: Standardize success and eliminate waste.
Deming’s philosophy — “Don’t just get better once; get better constantly” — echoes perfectly in Scrum’s sprint cycles.
Each iteration is a PDCA loop — fast, focused, and built on data.
“Action is important,” Deming reminded business leaders. “Nothing will come of this if you only speak about it.”
Scrum turns that advice into a management discipline.
Why the Old Way No Longer Works
For decades, businesses relied on Gantt charts — massive, colorful project timelines that looked beautiful but were almost always wrong.
They created an illusion of control, not true adaptability.
Scrum, by contrast, thrives on reality, not prediction.
It’s about delivering real results in short bursts, measuring progress, and improving constantly — not waiting six months to find out what went wrong.
Final Thought
Scrum isn’t just for software developers — it’s a mindset for modern leaders.
It blends Toyota’s precision, Deming’s continuous improvement, and Agile’s focus on collaboration and learning.
Because in the end, execution isn’t about doing more work.
It’s about doing the right work — faster, smarter, and together.
Want help embedding agile execution principles in your business?
Contact me at tedb@strategyandexecution.com.au to schedule a free 30-minute discovery meeting.
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TED BONEL, SCALING UP PRACTITIONER – STRATEGY & EXECUTION BUSINESS ADVISORS
Are you looking to scale your business and execute strategy with clarity and impact? I help CEOs and founders turn big ideas into real-world results, guiding small to mid-market companies through tailored strategic insights that drive growth.
My expertise lies in simplifying complexity – bridging high-level strategic frameworks with the practical realities of running a business. Unlike many consultants who focus solely on theory or execution, I specialise in both—translating strategy into actionable, transformative steps that deliver lasting results.
ABOUT STRATEGY & EXECUTION
For over 20 years, Strategy & Execution has supported leaders and organisations in developing and executing winning strategies. We provide expert facilitation, executive education, and hands-on consulting to help businesses refine their strategic direction and implement it effectively.
Using proven methodologies like Scaling Up, E-Myth Mastery, Outthinker, and more, we challenge conventional thinking and equip organisations with the tools to accelerate growth. Our approach is dynamic—combining deep business experience with practical execution. We don’t just advise; we roll up our sleeves and work alongside you to make strategy happen.
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