“Information is crucial. If you use it the wrong way, it’s the wrong data—it will influence your actions in a drastic way.” —Stephan Neck In this episode, the Unleashed crew—Mark Richards, Ali Hajou, Stephan Neck, and Nikolaos Kaintantzis—bring a practitioner’s lens to the latest State of SAFe survey. Instead of glossing over findings or defaulting to boosterism, they pull apart the data, the context, and the stories those numbers can (and can’t) tell. Ali keeps the conversation grounded, Niko brings fresh metaphors and questions, and Mark and Stephan bridge the gap between framework theory and lived experience. The result is a thoughtful exploration of how coaches and leaders can use survey insights to inform—rather than define—their next moves. Actionable Insights Here’s what the Unleashed crew surface—explicitly and between the lines—about navigating survey data, SAFe transformation, and what to do next: - Context transforms data into insight: Numbers alone aren’t enough. As the crew note, understanding who’s responding and what lens they’re using can shift a piece of data from trivia into guidance. - Patterns reveal opportunities, not just problems: Ongoing role confusion—especially between PO and PM—signals systemic friction. But it also points to clear spaces where targeted coaching, structure clarification, and realignment can unlock better outcomes. - Framework evolution is a call to creative action: SAFe, like any framework, moves forward through practical experimentation and responding to what actually works. Adaptation isn’t a burden—it's the path to staying relevant and making a real impact. Highlights The Database Dilemma: Can We Trust What We’re Reading? Instead of accepting the survey at face value, the team probe what’s beneath the surface. Stephan sets the tone: “Where’s your database? How did you gather it? ...Is it telling a good story, or is it pouring in what the challenges are?” With many responses coming from managers rather than coaches, positive statistics require a second look. “I would have expected more coaches, more SPCs… When I hear managers and being critical, is it telling a good story, or is it pouring in? What are the challenges we have?” —Stephan Neck Mark urges a tailored approach to what the survey tells us: “I want to be able to go, what if you did that same analysis and you split it by cohort—what would the difference be?” The message: questioning is healthy, and segmenting data can lead to greater clarity and more precise action. Hybrid Agility and the Trap of Surface Change Ali surfaces a recurring reality: many organizations try to “do SAFe” in parallel with established systems—resulting in overlap, frustration, and the temptation to rebrand instead of rethink. Niko highlights the missing perspective: the survey tracks practices, but less so the people-focused work of coaching and enabling adaptive change. “A lot of SAFe practices, but also the roles, are in a way done next to the existing way of working…rebranding a meeting, or rebranding a role, just giving it the new name.” —Ali Hajou The crew encourage looking beyond relabeling—real change lives in how roles are experienced and supported, not just how they’re titled. Why Are POs and PMs So Dissatisfied? One insight stands out: product owners and product managers report the lowest satisfaction. Niko notes, “POs have the most decrease in satisfaction, and the most less increase is for PMs.” Mark explains the root: “That product owner is not going to have a lot of fun, because the team’s not going to want to talk about business problems—they’re going to want to talk about mainframe COBOL.” Responsibility without genuine autonomy creates frustration. But here’s the upbeat twist: coaching and clarifying role responsibilities, especially on complex subsystem teams, offers a real lever for positive change. The data simply shines a light on where to focus next. The Language Games: Rename with Care, Build with Intention Niko points out the risk in constant renaming: “Just inventing everything new with a new vocabulary, then you have the worst of both.” Mark sums it up for coaches: “I don’t care what you call it, so long as you all call it the same thing… Let’s grow from the language you’ve got today.” The opportunity: meet teams where they are, align language deliberately, and create shared meaning rather than confusion. Data Is a Compass, Not a Map Throughout, the crew resist easy headline takeaways. As Mark puts it with a grin: “The box didn’t blow my mind, but it did confirm that I’ve been shopping at the right chocolate store.” The true gift of the survey is in confirming patterns and pointing practitioners towards areas where their energy will matter most. “It’s comforting to have the survey confirm my beliefs about the common challenges, and ...
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