According to Craig Larman, a renowned consultant, reducing switching costs by learning is resisted most by any organization. Speed of delivery can be quickly "sold" to management. But speed is by far insufficient to be Agile at the organizational level. Instead, the biggest issue in becoming Adaptable is narrowly specialized teams that stem from the lack of team and management investment in team learning.

Many problems at the workplace are not the fault of the individual managers or teams. They are often the result of working in an organizational design(OD) that impedes rather than supports Agility. The OD determines, to a large extent, how people cooperate, the prevailing mental models, and how work gets done. To change all of this takes time and requires people to unlearn old lessons and relearn new ones that support Agility.

Most customers we work with organizing teams around smaller areas of functionality with no straightforward customer or value proposition. In these cases, you find that the teams are working on just a part of the real product. The part they are working on is often a component or a specific activity in the development process; they use a narrow product definition.

Resisting change during adoption is a normal human reaction. It is not a sign that a team or a particular department lacks courage or abilities. Also, it is not necessarily a sign that a particular framework or method is bad. Resisting change is not only inevitable; it is necessary for a change to become successful. A Scrum Master needs to be well prepared to work with resistance and have knowledge and skills in change management. In this article, we share a few critical guidelines that we use during change initiatives of any size.