Is Agile Dead or Finally Getting Serious?

Over the past few years, I’ve noticed an interesting phenomenon within the Agile community: many Scrum Masters are transitioning into roles like Delivery Manager, Project Manager, or Engineering Manager. This shift has sparked endless discussions online and within Agile circles. Some claim it’s a sign that Agile is "dead," while others suggest it’s a natural evolution of the profession.

But from where I stand, this isn’t a death knell for Agile—it’s a reckoning. For the first time, the Scrum Master role is being held to a higher standard of skill and professionalism. The era of "popcorn Scrum Masters"—those who take a two-day course and jump into the role without mastery—is finally coming to an end.

Let’s dive into this transformation, unpack why it's happening, and celebrate what it means for those who truly embody the essence of agility.

The Rise of the “Popcorn Scrum Master”

When Agile methodologies, particularly Scrum, gained mainstream popularity, the demand for Scrum Masters skyrocketed. Organizations rushed to "go Agile," often misunderstanding what that truly meant. Certifications like Certified Scrum Master (CSM) and Professional Scrum Master (PSM) became the fast-track entry points for aspiring Scrum Masters. These courses, while valuable, often left participants with just a surface-level understanding of Agile principles.

It was a perfect storm:

• High Demand: Companies needed Scrum Masters, and they needed them yesterday.
• Low Barriers to Entry: A two-day workshop and an exam, and you could add “Scrum Master” to your LinkedIn profile.
• Misunderstood Role: Many organizations treated Scrum Masters as glorified note-takers or mini-project managers, not as the coaches and servant-leaders they were meant to be.

This led to an influx of Scrum Masters who lacked the depth and experience to truly drive agility. I call this the "popcorn Scrum Master" phenomenon—quick to pop, but often hollow inside.

Why Many Scrum Masters Are Changing Roles

Fast forward to today, and the landscape is shifting. Many Scrum Masters, particularly those who fall into the “popcorn” category, are moving into roles like Delivery Manager, Project Manager, or Engineering Manager. Here are some of the reasons behind this trend:

1. Agile Transformation Fatigue

Organizations are realizing that Agile transformations are hard. They require cultural change, executive buy-in, and ongoing commitment. For those who became Scrum Masters expecting a quick fix or an easy ride, the reality of this work can be disheartening. It’s much easier to pivot to a more traditional role with clearer expectations and metrics.

2. Misalignment with Organizational Needs

In many organizations, Scrum Masters are still not well understood. They’re hired into environments that expect them to act like traditional project managers, focusing on timelines and deliverables rather than team dynamics and value delivery. Over time, some Scrum Masters adapt to these expectations and naturally transition into Delivery Manager or Project Manager roles.

3. The Rise of Delivery Manager Roles

The Delivery Manager role has become increasingly popular, especially in organizations blending Agile and traditional practices. Delivery Managers often act as a bridge between product and engineering teams, focusing on ensuring that work flows smoothly and outcomes are delivered. For Scrum Masters who’ve been pigeonholed as project managers, this transition can feel like a natural next step.

4. Higher Pay and Status

Let’s be real: the Delivery Manager, Project Manager, and Engineering Manager roles often come with a bigger paycheck and more perceived authority. For some, the allure of higher status and financial reward outweighs their commitment to Agile principles.

What About the Authentic Scrum Masters?

Here’s the thing: while many are jumping ship, the authentic Scrum Masters—the ones who truly understand and embrace agility—aren’t going anywhere. In fact, they’re thriving.

These role models have the skills and experience to:

• Drive true organizational change: They know how to work with leadership, navigate resistance, and build trust.
• Foster high-performing teams: They focus on psychological safety, continuous improvement, and empowering teams to own their work.
• Adapt to complex environments: They recognize that frameworks like Scrum are just tools and are skilled at tailoring their approach to the needs of the organization.

Authentic Scrum Masters aren’t struggling to find work because they’re in high demand. Organizations that get Agile—those that value collaboration, customer focus, and adaptability—are willing to pay a premium for these experts. And they should! It takes years of practice, reflection, and learning to become a truly effective Scrum Master.

Is Agile Dead? No, It’s Evolving

The notion that Agile is dead comes up time and time again, often fueled by frustration or misinterpretation. But the reality is far more nuanced. Agile isn’t dying—it’s maturing. And with maturity comes rigour.

The Growing Rigour Around the Scrum Master Role

For years, the Scrum Master role suffered from a lack of clear standards. Almost anyone could claim to be one, and organizations didn’t always know how to evaluate their effectiveness. But that’s changing.

More companies are:

• Raising the bar: They’re looking for candidates with real-world experience, not just certifications.
• Prioritizing soft skills: Empathy, facilitation, and conflict resolution are now seen as essential.
• Testing agility in practice: It’s no longer enough to regurgitate the Scrum Guide—you need to demonstrate how you’ve applied it in complex, real-world scenarios.

This is good news for the profession. It means that the Scrum Master role is finally being treated with the seriousness it deserves.

A New Focus on Agility Beyond Roles

Another reason Agile isn’t dead is that its principles are spreading beyond specific roles or frameworks. Scrum, Kanban, SAFe—these are just tools. The real power of Agile lies in its mindset: customer collaboration, adaptability, and continuous learning.

We’re seeing organizations embed these principles across all roles, from product managers to engineers. This means that while some traditional Agile roles may evolve or disappear, the core ideas of Agile will persist.

The Role Model Scrum Masters: The Unsung Heroes

If you’re reading this as a Scrum Master who’s committed to their craft, I want you to know that you’re part of the solution. The industry needs you. Your dedication to servant leadership, team empowerment, and continuous improvement is what keeps Agile alive.

Here’s why you’re thriving while others are pivoting:

1. You’ve mastered the fundamentals: You don’t just know the Scrum Guide—you live and breathe its principles.
2. You’re a change agent: You understand that your role isn’t just about running ceremonies; it’s about transforming mindsets and cultures.
3. You’re always learning: Whether it’s reading books, attending meetups, or experimenting with new techniques, you never stop improving.

And because of this, you don’t need to jump ship. Organizations that value agility will always value you.

Finally, No More Quick Fixes

One of the most exciting aspects of this shift is that it signals the end of quick-fix Agile. For too long, organizations and individuals treated Agile as a checkbox or a shortcut. But as the popcorn Scrum Masters fade away, what’s left is a community of dedicated professionals who understand that true agility requires patience, persistence, and skill.

Closing Thoughts: The Future of Agile and Scrum Masters

So, is Agile dead? Absolutely not. What we’re seeing is a maturation of the Agile profession, and the Scrum Master role is at the heart of this evolution. While some may transition to other roles, those who stay are proving their value in spades.

For those of us who believe in the power of agility, this is a moment to celebrate. The Scrum Master role is finally being recognized for what it is: a challenging, impactful, and essential part of building resilient, adaptive organizations.

To the role model Scrum Masters out there: keep doing what you’re doing. You’re not just surviving this shift—you’re shaping the future of work. And that’s a legacy worth fighting for.