In this article, we will explore why Larman’s Laws suggest that structure always wins over culture, delving into the nuances of organizational theory, the practical implications for businesses, and the strategies leaders can use to align structure with desired cultural outcomes.

This article explores the complexities of middle management in Agile environments, understanding the challenges they face, the potential for resistance, and the strategies needed to engage them as champions of change. By understanding these dynamics, organizations can better navigate the complexities of Agile transformation and harness the power of middle management to drive meaningful and lasting change.

The ability to lead effective organizational change is a critical skill for managers and executives. Agile frameworks, particularly Scrum, have shown significant promise in transforming how teams operate, innovate, and deliver value. However, driving true organizational change goes beyond merely adopting Agile practices; it requires a deep understanding of the underlying dynamics that can either propel or derail these efforts.

This article looks in why Agile fails in these contexts, drawing on the insights provided by Craig Larman’s Laws of Organizational Behavior. These laws offer a sobering lens through which to view the often overlooked or misunderstood obstacles that impede Agile’s success.