Agile is dead — an expression many of us have seen on LinkedIn and other social media platforms.
It’s a trendy, provocative statement, especially when discussing frameworks for managing product development or technological initiatives.
Yet, as an Agile coach, I frequently engage with business owners and leaders in established organizations who are struggling to implement a framework that truly meets their needs. They reach out because they recognize that becoming Agile is essential and they are eager to find expertise to guide their transformation journey.
This growing demand raises the question: Is Agile really dead, or is ‘zombie Agile’ failing to deliver on its promise of “doing twice the work in half the time”?
Agile transformations: why are they in demand, yet most of the endeavors fail?
In over a decade of managing Agile projects, I’ve encountered many types of leaders aiming to “implement” Agile or “be Agile” and I’ve observed that the success of any transformation, largely depends on the leadership’s true objectives.
Some pursue Agile because it seems fashionable or is considered a best practice without fully understanding the framework. These leaders often rush into the process, adopting artefacts like Scrum boards, mistakenly believing that Agile is merely about using certain tools.
Others initiate Agile with a basic understanding and intuition that it’s the right path but without backing from top management. As a result, Agile becomes a small element within a broader, command-and-control mindset.
Then there are leaders who are deeply experienced in Agile, and when they take charge of new teams, they nurture Agile development and seek to onboard skilled expertise to support the transition.
In each of these scenarios, unique challenges arise.
Leaders who mistakenly believe they are implementing Agile without truly embracing its core values often fall into the trap of ‘zombie Agile’—a superficial adoption of Agile principles.
Even when top management drives some form of Agile, old processes are often retained because those overseeing the transition are convinced that Agile won’t work for them. This leads to ineffective practices, where teams may continue with mundane meetings and frequently resort to the blame game, pointing fingers when things go wrong. At best, they merely check off boxes by adopting a few Agile methodologies, assuming that using a Scrum board equates to being Agile.
Eventually, these leaders claim that their Agile transformation has failed or hasn’t delivered the expected results.
Nevertheless, the scenario I am most often confronted with—and which I engage with the greatest passion—is that of experienced Agile leaders with a proven track record of successful Agile deliveries and a deep enthusiasm for Agile.
They truly understand the power of such an ecosystem when it is properly fostered, nurtured, and allowed to grow. Often they are appointed to restructure or revitalize aging products, dysfunctional teams, and, in general, the reputation of a leading company that is losing competitiveness in the market, partly due to a lack of agility. Embracing an Agile transformation becomes their top priority, and they understand the value of appointing the right expertise to support those objectives.
Leading such a change in established companies raises the following challenges:
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Cultural Resistance: Established organizations, especially those with a long history of traditional processes, struggle with Agile’s decentralized, team-driven decision-making. Managers may resist relinquishing control, while team members accustomed to rigid procedures often resist change.
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Fixed Mindset vs. Growth Mindset: As illustrated by Carol Dweck’s ‘Mindset’ theory, Agile promotes a growth mindset where failures are seen as learning opportunities. In contrast, traditional management clings to rigid plans, stifling experimentation and adaptability—critical components of Agile.
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Planning and Predictability: In traditional project management, success is often measured by adherence to detailed plans and timelines. Agile’s emphasis on flexibility can create discomfort in organizations that equate success with predictability and long-term planning. In Essential Scrum by Kenneth Rubin, it’s highlighted that Agile’s adaptive nature requires continuous reprioritization, which contrasts sharply with the “set it and forget it” mentality of traditional project management.
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Breaking Down Silos: Agile thrives on cross-functional collaboration, but many established companies remain siloed—departments like development, testing, and operations working independently. Breaking these barriers, as Mike Cohn suggests in ’Agile Estimating and Planning,’ poses a major challenge.
Agile transformation challenges, how to address them thrive?
When leading an Agile transformation, I recommend focusing on several key steps to ensure success:
- Leadership Strategic Vision: Begin by engaging in in-depth discussions with leadership to ensure alignment and mutual understanding at their level. This step often presents initial challenges, especially if there are senior leaders who have been with the company for many years. While they may understand the need for Agile, they may fear change, posing a potential threat to the transformation. Establishing a coaching relationship with such individuals can yield powerful results as they typically respond well to one-on-one support and recognize their blind spots in the value of Agile.
- Preliminary Observations: I suggest spending at least a couple of weeks getting to know the teams, observing their practices, and assessing their current standing in the Agile journey. This helps identify areas for improvement and allows to tailor a strategy to build a supportive Agile ecosystem.
- Defining the Roadmap for Transformation: This step outlines all necessary actions to integrate Agile practices, including ceremonies, 1:1 coaching sessions, assessing Agile maturity, and scaling the transformation across other teams.
- Defining Agile Maturity Assessment Criteria: Together with leadership, the criteria for assessing Agile maturity are established to ensure that progress is measurable and aligned with organizational goals
- Kick-off as an Agile Coach: Active participation in all Agile ceremonies—including daily stand-ups, sprint planning, backlog refinement, reviews, and demos—is preferred. Input is provided when necessary or requested; notes are taken and discussed during 1:1 coaching sessions focused on personal development and improvements.
In my experience, a 6-month pilot phase is generally sufficient to initiate transformation and gather insights for scaling, and 1:1 sessions are crucial as they create a safe space for team members, address problematic areas, and reinforce the Agile transformation at a fundamental level. These sessions are tailored to each individual and meeting, facilitating organic and cohesive change.
This personal approach goes beyond addressing Agile-specific issues and delves into personal development, motivation, and team dynamics. It helps team members overcome resistance, adapt to new practices, and enhance their overall performance.
Why scrum masters are critical
Even after a successful Agile transformation, teams can struggle to maintain their new practices and may start slipping back into old habits. The Scrum Master plays a crucial role in preventing this regression. They ensure that Agile practices are consistently applied and that the team adheres to Agile values and principles. The Scrum Master’s presence is essential for maintaining the momentum of change and keeping the team focused on their goals.
For instance, in one of my engagements, a team that initially embraced Agile principles began to revert to traditional methods. This backslide threatened to undermine the transformation’s success. Through regular, targeted coaching sessions, I was able to realign the team with Agile practices, reinforcing the importance of their new processes and preventing a regression to their previous waterfall methods.
Appointing a good Scrum Master is no easy task. They must be skilled leaders who deeply understand team dynamics, the relative product and their market fundamentals, and are highly experienced. At the end of the day, they are team leaders.
While certifications offer valuable perspectives, becoming a Scrum Master requires far more than a two-day course. Just as you wouldn’t trust being on a flight whose pilot has only studied for two days, nor would you entrust your team to a Scrum Master solely based on a certificate.
Therefore, when recruiting for such positions, I advise prioritizing practical know-how over mere certificates.
Conclusion
Agile transformation in established companies is a complex yet rewarding endeavor. Often, leaders may approach this transformation with internal initiatives lacking the necessary expertise and guidance, leading to ineffective implementations and the belief that Agile doesn’t work.
Alternatively, leaders who rely on their own expertise may initially focus on strategic goals but later shift their attention to practical needs, which can impact the transformation’s success.
Hiring a skilled Agile coach provides targeted expertise when needed. Agile coaches are highly trained professionals with hands-on experience in managing similar challenges across different organizations. They can offer the right approach and actions to address specific issues effectively.
A proficient Agile coach aims to make themselves obsolete by empowering teams to internalize Agile values and practices, fostering an environment that meets Agile’s promises.
Once the teams are self-sufficient, they can appoint a Scrum Master to continue facilitating Agile practices.
In essence, I think that Agile isn’t “dead”; it thrives when teams fully embrace and embody its principles, rather than merely going through the motions.
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