⚙️ Why is the global process defeated by "business incomprehension"?
⚙️ Why is the global process defeated by "business incomprehension"?
Over the years, a small number of Thai organizations have devoted time, budget and expectation to "Digital Transformation" or "Agile." We will see many organizations install world-famous frameworks, such as Scrum, Extreme Programming (XP) or other global frameworks, "which come with the promise of speed, flexibility and better customer answers."
Many organizations have invested, from hiring international Consults companies, sending executives and teams to train, take Certificate exams, restructure teams, to dismantling virtually all work processes, believing that "if you use the best in the world, the results will be the best?"
But what happens in reality is thoughtfully reversed, many projects are still delayed, the systems built do not solve real business problems, and the Requirements change endlessly, as if the greater the process is adjusted, the greater the confusion.
The key question is not whether Scrum is good enough or whether XP is suitable, but "Why do global processes that have proven themselves in many countries often fail when used in the context of Thai organizations?"
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Framework Illusion -- > When "Gear" Is Good But "Engine" Doesn't Work
It must first be acknowledged that "each Framework is not designed to solve all the same problems, nor is it designed to replace all human thinking, even in the AI era."
For example,
* If you use "Scrum" as a round administration framework (Sprint) to help create discipline in the delivery of tasks, teams see progress and exchange more regularly, opening up areas for more frequent feedback. But Scrum made the key assumption in advance: "There is a Product Owner who understands business!!!(+ Real power too) "
* or "Extreme Programming (XP)" also looks prominent in engineering practices such as tapping thin User Story, Continuous Feedback, Test-Driven Development (TDD), and Customer on-site, which reduces the cost of mistakes and makes the team "realize that it is misunderstood faster."
But the problem is that many organizations need to know that these frameworks do not help "understand business for people."
* In fact, the Framework can only help manage ignorance and make change hurt less. For example, it does not make anyone understand why the Strategy is changing, why the Pricing Model needs to move, or why the executive KPI is opposing what the team is developing, etc.
* So if business mechanisms change faster than the "people's brains" that store the Requirements, even if the Test writing team is good, what happens may only be "faster and more systematically wrong."
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The thing to retune the mindset is that "Requirements Change" does not mean "Requirements."
One of the most common misunderstandings, especially in Thai organizations, is to combine these two problems.
* "Requirements" = often due to incomplete communication, not deep enough questioning, or the absence of a real Feedback Loop, which, in the author's experience, thinks that this type of problem, the Agile Framework, helps quite a lot.
* The "Requirements Change by Business Mechanism" section = caused by structural factors such as competitors moving first, state regulations changing, executives adjusting strategy in the middle of the game, or pressure from P & L numbers. This type of problem, no method can solve business thinking.
Therefore, no Framework in the world can completely "Sense or Human Business Experience."
If the supervisor is indistinguishable by what is the "Symptom" and what is the "Root Cause" of the problem, the change will become a loop in the maze, but only faster.
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The real problem is "people's performance," not "process."
When removing lessons from failed projects repeatedly, the root of the problem is not Scrum or XP or any Framework. It usually points to Business Acumen, Product Thinking and System Thinking of people who translate business into software.
Basic questions that teams and executives should ask themselves, such as:
* Does the Requirements Keeper really understand the profit and loss (P & L) structure and business impact of this feature?
* Does he see Customer Journey on the whole path or only see Screen Flow on the screen?
* Does he know what is "Do Not Change" Core Value and what is "Flexible" Option? etc.
Because if the answers to these questions are still vague,
"Will XP also become a misunderstanding factor."
"Will Scrum also becomes a Sprint to a Misunderstanding."
Finally, even if the team delivers work quickly, the system will not create real business value and may become a long-term burden.
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An important lesson for Thai organizations that I have seen or experienced is "Don't start with Process or believe anyone if you don't understand Paint."
One of the common mistakes in Thai organizations is to believe that a global framework or a good mentor will be the "finished answer" for all organizations.
Many started Transformation with the question of
"What Scrum, SAFe or Framework should we install?"
The question that should be asked before is
* Where is the real pain of the organization?
* Is the bottleneck a process, a person, or a decision-making power structure?
* KPI, Incentive, and Corporate Culture Support or Disrupt Preferred Behavior? etc.
The global framework is designed as "Generic Solution," but the problem with most Thai organizations is "Context-specific Problem" embedded with unique power structures, cultures and constraints.
If a consultant or framework starts with a "process that he is good at" without understanding the real pain, environment, and friction within the organization, even if he is good at talking or loud, the project is highly likely to fail.
The sustainable solution is not Best Practice, but Tailor-made Practice, or designed a process based on real organizational problems, not on finished texts or slide, or ready-made experiences from anyone who might claim to have succeeded or failed.
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Therefore, "the Framework is only a tool, but people's wisdom is the heart."
This article does not deny the value of Agile, Scrum, XP, or Framework as loud as any, but if it just wants to invite a direct look at the facts that are often avoided, because
"Methodology is gear."
"The understanding of a man's business is an engine."
If the engine doesn't work, even if the gear is expensive, the car can't reach the finish line.
On the day when the business world rotates faster than texts, what Thai organizations should invest most in is not a new framework, but to create people who can deeply "translate business languages into software languages" and truly understand the specific context of their own organization.
"Because in the end, no process can replace human judgment. That's why many global tech companies start with the quality of people."
