Courtesy - entrepreneurshipinabox.com, Paycor.com
- Loss of individual power - Ex PMs now turned into SMs disliked the loss of exercising power in an Agile team.
- Loss or increase of power at org level -- Operations team feared their existence as well as loss of being able to exercise power.
- Economic factors -- with reduced manpower, projects / products, and reduced budget, people feared an impact on their perks, forced retirement packages, redundancy packages (if not salaries per se).
- Loss of image, prestige, etc.: For program managers, project managers that once had a handle to hire & fire, and in fact be in command about how certain things need to be within the organisation, now found themselves at the mercy of technical teams / organisational change agents, or those designing the organisational teams.
- Resource reallocation, realignment, etc.: During early days of org design, squad, chapter, guild formations, there was lack of clarity of specific roles, how existing roles will move over to the new roles, what happens if there is no direct mapping of an existing role with new one, and especially what will be the new R&R (the mandates provided a generic outline of duties), as also how their previous R&R aligned to their contracts with the organisation would change and accommodate their aspirations. In some cases there appeared to be a too steep learning curve for some veterans.
- Impact to personal plans: