If a company is to be Agile, "the entire company" needs to be Agile. It's not something you just decide to do, or actually... decide on the development team to do. It's a change in mindset. For example, you can't keep things like traditional "Command and Control" attitudes in the company's top layers, while placing all the responsibility for making Scrum succeed somewhere lower in the food chain. The developers should now follow the Scrum rules and commit to 100% delivery every sprint or else... while in the rest of the company, it's "business as usual" doesn't really work. Bosses and managers need to understand the new mindset. Clients also. You can't have a client who isn't involved, who tells you what they want, then go missing, only to get back to you six months later and demand you deliver what you promised. And they want you to deliver everything they asked for, before the date they imposed, and it's your own damn business how you make that happen, by using Scrum or whatever else you want, it doesn't really matter to them. An agile transformation needs to start from the top and flow downward; the other way around doesn't really work. It's useless if the team uses Scrum to perfection, but at the top, people don't have the right values.
I need to start with the disclaimer that the quote above is from my book, from a chapter about Scrum and Agile, from a section I named "You do it!". I named it like that (and it's the section that starts the chapter) because I think it describes the main issue with failed Agile initiatives: people in the company expect Agile (usually Scrum) to be something the IT people should do. They may truly want the benefits of an Agile transformation, but don't really want to get involved. The software people should figure out how to make this Agile thing work, while for everyone else in the organization things are "business as usual":
- management still keeps their old way of thinking (traditional management techniques with command and control, imposed deadlines, demanding 100% delivery all the time, applying pressure, demanding overtime, etc);
- users of the product don't really get involved in building the product and expect things to just be delivered to them as they were before;
- Agile exposes problems in the organization, but there are people in the organization that don't want those problems exposed, thus they remain unfixed and affect the way the development team performs their work;
When these things happen you inevitably end up with things like ScrumBut instead of Scrum, or something like Scrumerfall, or just plain Waterfall performed in iterations. If the team is lucky they might be able to self-manage inside a bubble, and actually create working software every sprint, even if they might decide to deliver once in a while just so people remain accustomed with the way they received software. By the way, that's one way you might deliver your software. You create an increment each sprint - or even sooner if you have continuous integration, deployment, and delivery - but the PO can chose to have those changes delivered in larger releases so as to not overwhelm users, if that's the case. But this has issues as it increases the length of feedback loops and you can build the wrong product for a longer time until you realize and have to make corrections.
The permanent solution is for everyone to embrace this new Agile mindset and way of working. That means users need to collaborate and management needs to be supportive. The development team can't really make the change upwards, so change needs to come the other way. People are resistant to change, and if Agile is something that the development team is expected to do, then there is no reason for them to change. Some might be curious, or already have the right values, and might get involved, but many others will not do so without being forced to.
Upper management needs to bring in Agile coaches, have training sessions with employees, encourage the new way of working, set up things to increase communication and collaboration, etc. And management needs to jump on this wagon too, not simply expand the group of people that need "to do it" (have you ever seen or know about a CEO attending an Agile training session for example? Or do they think it's something that doesn't concern them?)
Do you see people in your organization that can become your allies in implementing Agile across the entire company, or are you alone and the only one "doing it"? Agile is more about systems thinking, and less about changes in the way of working inside just one department.