Roman Šmiřák

Increasingly, more areas of human activity today are characterized by Volatility, Uncertainty, Complexity, and Ambiguity (VUCA) – we live in a so-called VUCA world. In the context of the Cynefin Framework (https://thecynefin.co/about-us/about-cynefin-framework/), our challenges and […]

The term “safe environment” got a lot of traction in recent years, whether it’s conferences, books, TED talks, or blog posts. The thing is, that it’s very hard to understand it correctly and bring it […]

In recent years, I’ve noticed a conflicting perception of the role of Scrum Master (SM) or Agile Coach (AC, for simplicity, I won’t differentiate between these roles further in this article) in companies and the agile community. On the one hand, it says that it is a necessary role for operating in an agile/lean way, for pushing change and directing the company culture. On the other hand, there are business ungraspability of the role, the difficulty of defining its meaning, benefits, goals and their measurability, and the related fact that it is one of the first roles to go when “saving” is needed. I understand both sides and in this article I will try to offer a view on how to grasp this role so that the benefits stand out and at the same time it makes sense from a business perspective.