According to the Scrum Guide, a Scrum Master’s primary job is to help the team be effective in their use of Scrum. In practice, the Scrum Master serves three customers: the Product Owner, the Development Team and the Organization. […]
Why Serve the Organization?
If Scrum is about helping teams address complex problems, why is the Scrum Master focusing outward at all? Shouldn’t they be laser focused on the members of the Scrum Team?
Yes, the team is important, however, teams exist within a greater organization. For the team to be successful, the organization needs to “understand which of their interactions with the Scrum Team are helpful and which aren’t.” (see The Scrum Guide.)
To expand on this idea further, it helps to step back and consider the essence of Scrum. Coming out of the software development space, it’s easy for people to see Scrum as nothing more than a way to improve development practices. In reality though, Scrum, and by extension Agile overall, is a framework for Organization Change.
“Organizational change refers to the actions in which a company or business alters a major component of its organization, such as its culture, the underlying technologies or infrastructure it uses to operate, or its internal processes.” – Harvard Business School
If we compare traditional development practices like waterfall to Scrum, I would be hard-pressed to say we were not altering the internal processes, how the organization operates or even its culture — moving from command and control to self-organization. To be effective, a Scrum Master needs to be a change agent who helps the organization around their Scrum Team to adapt to the new way of working that Scrum promotes.
Source: Embed a Learning Mindset with Communities of Practice, Joel Bancroft-Connors, https://appliedframeworks.com/embed-a-learning-mindset-with-communities-of-practice/