Agile works without enforcing deadlines when managers build cross-functional, autonomous teams and replace schedule variance with frequent demos, turning disengagement into steady value flow.
Brad's teams missed deadlines because management organized them into component and shared-services squads that juggled multiple products and lacked a common goal. The reliance on schedule variance reinforced disengagement, as teams rarely demoed work and managers lost trust. The article shows that the real obstacle is how teams are structured, not the existence of deadlines.
The turnaround began with portfolio management to cut overall WIP, followed by a shift from component teams to self-organized feature teams that are cross-functional and dedicated to one product at a time. Managers also instituted weekly demos instead of measuring schedule variance, forcing visible progress and restoring confidence. These actions let the organization focus on learning loops rather than chasing arbitrary dates.
The result was a noticeable boost in flow and morale: teams stopped feeling like a deadline-driven factory and started delivering value continuously. For technical leaders, the lesson is clear-replace deadline enforcement with autonomous, cross-functional teams and frequent, tangible feedback, and the need to chase dates disappears.
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