Scrum is gradually implemented to get everyone used to the mechanics. Then, we do the flip.In the flip, management is there for the development teams, rather than the development teams being there for management. Management focuses daily on two things :
Teams focus on one thing : building quality software (and ignoring everything else).The flip returns management to their most effective role : determining the right things to do, and removing anything in the way of the teams being able to build software. In this way, the teams are as effective and productive as possible.
In many organizations, management gets in the way of the teams. This is inadvertent, but asking for reports, weekly status meetings, presentations to their boss, participation in offsites are all tremendous impediments … both in time and the way that they interrupt the thought process that creates good systems.
The flip has management attend daily team status meetings - where the team shares status with each other, and then lets management know what can be done to make them more effective. The flip is that management is there for the team once they start developing. This is a stark contradiction to most development environments.
The flip is subtle but powerful. Managers live and breathe to help the teams. Nothing is more important. If the team needs meeting rooms, an executive can do nothing better than move out of their corner office to make sure the team keeps charging ahead.