Most agile consultancy companies focus on the macro environment - large scale, organisation change programs and implementations of heavyweight scaling frameworks (not surprisingly, huge enterprise change is where the money is!).



We've seen first-hand though that most agile transformations fail because the bottom-up change fails - the understanding of Agile principles and the Scrum framework either isn't there when teams need it most (at inception), or the folks being asked to do the core roles of Product Owner and Scrum Master are asked to do it part time, in addition to their regular day jobs. Not only is that bad for staff moral (those people would generally rather doing what they love and trained for), but it also means the PO and SM jobs are done ineffectively in limited hours. 



Our solution to that is simply to provide small teams of really good Agile professionals to guide the process, so that the clients staff can get on with what they're really good at and have training/recruitment focus on developing core capabilities instead of diverging into generic Agile 'soft skills'.

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