Any Scrum without working product at the end of a sprint is a failed Scrum.

The fact is, when you look at the best teams—like the ones that existed at Toyota or 3M when Takeuchi or Nonaka wrote their paper, or the ones at Google or Salesforce.com or Amazon today—there isn’t this separation of roles.

Greatness can’t be imposed; it has to come from within. But it does live within all of us.

Any Scrum without working product at the end of a sprint is a failed Scrum.