During the recent past, it has been a rat race that many organizations wanted to go the agile way of working, irrespective of their ability to change and work towards being agile. Often, organizations try to adapt to Scrum (since it is one the most popular framework in agile), but fail miserably due to several reasons. Some of the common problems are listed below.No support from Senior LeadershipOften, senior leaders may be willing to support the transition, but turn negative after they fully understand the effort it takes for an organization to become truly agile. Leadership must be willing to lead from the front by providing necessary support and spearheading the organizational change and communication.Existing Organizational Structures and HierarchiesExisting structures can hinder successful adoption. The biggest pit fall is the organization leadership tries to tweak Scrum to force-fit into the existing organization structure and hierarchy. Some of the tweaks that are like to happen are;Managers jumping to role of Scrum Master still using a command and control style of leadership,Individuals working in silos without a team concept,Product Owners being pushed into the job without knowing the roles, responsibilities, and time committments.Scrum Master being unduly influenced by managers.The existing process overhead in the organization may be too much for the team to carry on every sprint. No one really bothers to simplify the existing processes to the extent that the team starts self-organizing and delivers working software. The teams selectively apply scrum principles and eliminate the ones which are difficult to adapt given the circumstances. The Product owners often dont have the seniority and decision making power they need to be successful.Distributed teamsScrum works well for co-located teams, distributed teams present a different set of challenges. Senior leadership face a stiff resistance in breaking the distributed team culture, since managers do not trust the remote teams completely. In addition, the distributed portion of the team is often under the control of a 3rd party vendor with a completely different management chain.The biggest challenge with distributed team is that they dont behave as ONE team. It is very much important that frequent contact among the team members, may be very effective, even though it is electronic. To make scrum adoption successful, it is a prerequisite that organizations must invest in high fidelity communication equipment infrastructure to enable smooth communication between the distributed teams. Added to that, organizations may also understand the necessity of tools for continuous integration, code reviews, unit testing and automation. Scrum may not work well if tools that improve the quality of the product are not in place. The desired results may be disappointing until the necessary tools in place to helps the teams to become distributed teams hyper productive.Regional Organizational cultureRegional culture always plays a dominating role deciding the Scrum adoption. Asian cultures like India, Vietnam, Thailand, Philippines, China, Japan, Malaysia, and Singapore struggle to adapt Scrum as per Scrum guide. These cultures are particularly inclined towards hierarchy status and titles. When promoting agile methods, which warrant high transparency and honesty, it is very difficult to make the changes in