Episode Summary: When a Scrum Master Needs to Hire a Manager, An Organizational Design Story | Karen Suarez

Introduction

In this insightful episode of the Scrum Master Toolbox Podcast, host Vasco Duarte engages in a compelling conversation with Karen Suarez, a seasoned Scrum Master, about her transformative journey in organizational design. Released on March 19, 2025, this episode delves deep into the challenges and strategies involved when a Scrum Master identifies the need to introduce managerial roles within a previously manager-less department.

Karen Suarez’s Initial Situation

Karen began her role as the first Scrum Master in a department that had recently eliminated managerial positions. This transition left the team highly autonomous but also exposed underlying inefficiencies. Karen explains:

"I was the first Scrum master for the company. It was a role that nobody really knew inside the company."
— Karen Suarez, 01:37

Identifying the Problems

Despite the team's independence, several critical issues hindered productivity:

• Extended Cycle Times: The development cycle was approximately six weeks, significantly longer than the team's potential to complete tasks in just a couple of hours.

  "The cycle time was really, really long because the team was composed only by developers, coding developers... it take almost like six weeks at least."
  — Karen Suarez, 03:06

• Departmental Dependencies: Key functions such as QA engineering, product ownership, and deployment were scattered across different departments, causing delays and miscommunications.

Implementing Change: Steps Taken

Formalizing the Product Owner Role

Recognizing the absence of a dedicated Product Owner was pivotal. Karen collaborated with managers from other departments to formalize this role, enhancing product direction and team focus.

"Formalizing the product owner role... allowed us to having him."
— Karen Suarez, 04:42

She worked closely with a technically adept individual from the product department, who eventually assumed the Product Owner position, bringing clarity and structure to the team's backlog management.

Enhancing QA Collaboration

To address the prolonged cycle time caused by separate QA processes, Karen integrated QA engineers into the daily workflow:

"I invited the QA engineers to the daily with the team... we were really involving the whole development team."
— Karen Suarez, 07:17

This integration fostered real-time communication and collaboration, streamlining the testing process and reducing bottlenecks.

Building Trust with the Deployment Team

One of the most significant challenges was the lack of trust between the development team and the deployment team. The deployment team was hesitant to release updates, fearing potential disruptions.

"The deployment team didn't trust us... they were even scared of deploying something, that it was going to break everything."
— Karen Suarez, 09:17

To bridge this gap, Karen facilitated joint review sessions and allowed deployment team members to interact directly with the product in test environments. This hands-on approach gradually built mutual trust and demonstrated the development team's competence.

Overcoming Challenges: The Need for Sponsorship

Despite making progress, Karen encountered persistent issues with the deployment team, primarily due to lack of trust:

"We went from two weeks or more to one week. But actually this deployment team were only clicking on a button because of lack of trust."
— Karen Suarez, 11:25

Realizing that she needed additional support to further resolve these interpersonal and departmental challenges, Karen identified the necessity for a sponsor or facilitator.

Hiring a Facilitator/Manager

Karen spearheaded the recruitment process to bring in a facilitator with strong people skills and the authority to make decisive changes:

"We needed someone really good with people... we started making interviews, recruiting."
— Karen Suarez, 12:15

The introduction of a capable manager not only provided the necessary leadership but also helped in bridging gaps between departments, fostering a more cohesive and collaborative environment.

Outcomes and Realizations

The strategic changes led to significant improvements:

• Reduced Cycle Time: The development-deployment cycle was halved from six weeks to one week.
• Enhanced Collaboration: Formalized roles and integrated workflows improved overall team efficiency and morale.
• Strengthened Trust: Increased interactions and a facilitator's involvement solidified trust between development and deployment teams.

Key Takeaways

Karen Suarez's experience underscores the importance of adaptive leadership and the willingness to introduce necessary changes for organizational growth. Key insights include:

• Recognize and Address Interdependencies: Identifying and resolving dependencies across departments is crucial for streamlined workflows.
• Formalize Roles for Clarity: Clearly defined roles, such as a dedicated Product Owner, can significantly enhance team focus and productivity.
• Foster Collaboration and Trust: Integrating teams and promoting direct communication helps build trust and reduce inefficiencies.
• Seek Support When Needed: Bringing in experienced facilitators or managers can provide the necessary support to overcome complex challenges.

Karen concludes with a reflection on the value of flexible leadership structures and the positive impact of bringing in external support to drive organizational success.

"It was the first drastic change to decide to have someone hierarchically upon us... we needed someone really good with people."
— Karen Suarez, 12:45

Conclusion

Karen Suarez's story is a testament to the dynamic nature of Agile environments and the critical role of Scrum Masters in facilitating meaningful change. Her journey from managing an autonomous team facing inter-departmental challenges to implementing strategic solutions offers valuable lessons for Agile practitioners aiming to enhance their organizational structures and processes.