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.

By 2016, evidence of ‘early majority’ Scrum adoption was mounting. I received frequent requests to speak at hospitals, marketing agencies, industry events, Leadership seminars. Small armies of MBA grads were being sent by their employers to my Scrum classes to “get certified”.

By 2014, I noticed 2 patterns emerge. First, young tech companies were no longer hiring Scrum Masters. They considered agility an obvious requirement of all new hires – like table-stakes. Second, large enterprises were posting job advertisements for Scrum Masters.

In 2012, anyone with “Scrum” on their resume was considered rare and hiring managers among the early minority adopters were eager to snap them up.

By 2012, awareness of Scrum was spreading. It was a buzzword among start-ups and software development firms and a few brave souls were socializing the practice in large enterprises.