This article examines the implementation of agile management methods for digital product development teams in the Russian IT sector. Based on an analysis of current quantitative and qualitative scientific data on the experience of implementing agile methods, it reveals a poor understanding of the sociocultural values of Russian employees on the part of the management responsible for their implementation. Particular attention is paid to the motivational phenomenon of helpfulness among Russian employees, which distinguishes it from the motivational phenomenon of entrepreneurship among Western employees. Thus, the idea is substantiated that adopting Western experience in managing development teams using agile methods in the realities of the Russian IT sector leads to a distortion of the social aspects of management. A comparison is made between the principles and values of agile methods and the established directive management methods in the Russian workforce. The topics of commitment to informants among young employees, the low autonomy of individuals on the development team, and the high level of regulation of the socioeconomic system by the state are addressed. The article substantiates the idea that, in pursuit of profit, companies neglect the principles and values described in the manifesto of agile digital product development, which are aimed at maintaining employee motivation and fostering interpersonal relationships at the micro-level of social interaction. The fragmented development of their own modifications of agile management methods by domestic IT companies is noted. A connection is drawn between the active implementation of agile development methods and the challenges facing the state. Key social aspects of management relations are identified, such as disregard for the social principles and values of agile methods and low employee self-organization.
Natochii et al. (Sat,) studied this question.