In the face of increasingly complex surroundings, Scrum and other agile methodologies became the new mean of our daily business. But who is to justify the end considering the rising number of employees that regard the step towards agility as rather unfortunate? In fact, it might be argued agility has passed the Hype-Cycle’s peak. Even Ken Schwaber, one of the founding fathers of Scrum, came to estimate that 75 percent of all Scrum projects fail to deliver desired expectations. But why? We are presenting five myths that hamper the desires to build agile operations. Starting off from the actual parts to play by IT and Business units, up to training personnel and the role of higher management.

Consistently, we will point out useful steps to achieve the transformation into an agile organization and avoid the garden path. diebank/04.2019.pdf