The enterprise must do, and prove that it's doing everything within reason to ensure staff can conduct the work skillfully.
As the enterprise invests in Agile ways-of-working and learns more about iterative & incremental development practices like eXtreme Programming and Scrum, it is important they provide their delivery staff with professional development opportunities in those areas.
Co-location is a strategy worth considering.
(This shouldn't be a controversial statement.)
In the design of Scrum because, empirically, we know that division of labour based on specialized skill introduces delay and risk due to hand-offs, sequential/defined processes, and brittle communication between component groups.
Among people I meet who have worked in co-located teams, almost every one of them (99.9999%) will enthusiastically recount the advantages of co-location and will swear by its efficacy.
Every (almost every) Scrum trainer and coach that I’ve spoken with on this topic will recommend, if a remote or dislocated team is struggling to coordinate their work, they ought to co-locate at least for a few Sprints.
Every (almost every) Scrum trainer and coach that I’ve spoken with on this topic will advise that a team will be more likely to achieve the results of Scrum if they co-locate.
A vast number of people report that Scrum has helped them achieve measurable benefits irrespective of whether they were co-located, dislocated, distributed, or remote-only.
Organizations with remote staff frequently report that implementing Scrum has resulted in measurable benefits.
People who are on the edge of AI innovation will not be found in big enterprises (banks, telecoms, etc.) You’ll find such people in start-ups, small tech firms, product companies.
