Scrum is Way Better Than Surimi

Why the Way We Work Matters in Delivering Value, Building Teams and Professional Development

Packed like cargo in old vans, we headed to Dutch Harbor from the Unalaska Airport. Twenty or so college kids who all heard from a cousin or friend, “You can make good money on a fishing boat.” We joined another 125 or so who comprised the crew of this 250-foot factory trawler.

It was summertime in Alaska. We worked two, six hour-shifts per day for three months. I was one of roughly 15 assigned to the candling tables – lit conveyor belts where fish were dumped after gutting, cleaning and fileting. Our job was to examine them, removing the ones that were riddled with worms. The next station weighed and packed the fish in boxes. Another sent it to the Freezer. Yet another station took the discarded fish, poured them in grinding machines, adding sugar to make surimi — think again before you eat that imitation crab. 

It was the first and only time I have ever worked on an assembly line. It was the worst job of my life. 

It was not working 12 hours a day. The smell of fish or the haunting knowledge of what Surimi really is. It was the monotony. The mindless monotony of that assembly line.

It floors me that modern organizations, prior to Agile, relied on this siloed, waterfall-like approach to develop products. It absolutely blows my mind that some organizations, to this very day, cling to Waterfall when it is the least inspired way on earth to motivate workers, foster creativity, team work or work towards a common goal.

The New New Should Be the Standard

In 1986 Hirotaka Takeuchi published “The New New Product Development Game” where he used a Rugby Metaphor (Scrum) to describe a more iterative approach to product development.

“The six pieces (team members) fit together like a jigsaw puzzle, forming a fast flexible process for new product development,” he argued. “It is a vehicle for introducing creative, market-driven ideas and processes into an old, rigid organization.”

In 1993 Jeff Sutherland and Ken Schwaber, influenced by Takeuchi work, began experimenting with this “rugby approach” for software development.

Short, time-boxed development cycles implemented by self-organizing teams and iterative delivery. Previously, project teams went about their business as if working on an assembly line. They were siloed with each task being planned and executed in sequential order. 

Scrum and the Toyota Production System

Scrum disrupted software development as profoundly as the Toyota Production System disrupted the American auto manufacturing assembly line. Though Takeuchi never stated this as an inspiration for Scrum, the similarities between the two concepts are undeniable. Their impact: Monumental improvements in efficiency, quality and adaptability. 

Similarities

• Continuous Improvement: Scrum and TPS prioritize ongoing learning and adaptation. Scrum teams use retrospectives to identify areas for improvement. TPS thrives on iterative Kaizen cycles.
• Empathy and Collaboration: Scrum emphasizes cross-functional teams and open communication, mirroring the collaborative spirit within Japanese car manufacturers.
• Focus on Value and Quality: They prioritize delivering real value to customers and ensuring high-quality products. Scrum teams focus on delivering working software increments. TPS emphasizes defect prevention and waste elimination.

TPS transformed the auto industry, establishing Japan as a leader in quality and efficiency and led to the development of fuel-efficient, reliable vehicles. Scrum revolutionized software development, becoming a leading Agile methodology. It has been adopted by companies worldwide. It has upped development speed, flexibility and customer satisfaction. A study by McKinsey found Agile projects are twice as likely to be delivered on time and on budget compared to waterfall. A study by Forrester Research found that Agile organizations deliver 50% fewer defects. The Agile Alliance reports that 97% of developers feel more productive using Agile methodologies.

Moving the Scrum Downfield

If you are not a Rugby fan, you might wonder what exactly is the Scrum formation?

Eight players from each time bind together in three rows, forming a tunnel-like structure. It restarts gameplay after a flag on the field, giving both teams an equal opportunity to gain possession of the ball. A Hooker throws the ball into the Scrum. The  forwards from each team compete to hook it with their feet and gain possession for their team.

So, each player, in Takeuchi’s words, is like a piece of a jigsaw puzzle. Each element, by itself, does not deliver speed or flexibility. Taken as a whole, it produces a powerful new set of dynamics that make a difference.

Scrum, by definition, is momentum. It’s not just about always delivering working software but always improving. In software development, we call this “maturing.” During the early phases, a team moves slowly – getting used to the Scrum framework, roles, and ceremonies. As they gain comfort with the methodology and each other, they gain steam and are more efficient and quality focused. As the team’s confidence increases, they improve at planning and estimating, and tackle more complicated tasks. Soon, they are self-organizing and decision making is more distributed. Momentum Builds. Problem solving becomes more efficient. As hurdles and roadblocks arrive, the team tackles them collectively through retrospectives and continuous improvement. 

High-Performing Teams embody trust, transparency, and communication. They anticipate roadblocks, adapt quickly and consistently deliver high-quality work.

In this highly competitive environment, it is not only unwise to cling to rigidity and silos from an efficiency perspective, it is damn near criminal to do so if you want to inspire your team or give them a reason to want to come to work.

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