We have reached peak Agile. Not only is it being corrupted as an efficiency and control tool. Much worse is, that it lends itself towards being corrupted. It has become, for the most part, a tool that is useful in emergencies but ultimately changes nothing of fundamental importance in today’s companies.
Agility is a good thing, no doubt, and the Agile Manifesto isn’t unreasonable. Compared to a straw-man practice called “Waterfall”, Agile is notably superior. Yet, so much of Agile as-practiced is deeply harmful, and I don’t really think that the Agile/Waterfall dichotomy is useful in the first place.
There’s a variety of Agile, called Scrum, that I’ve seen actually kill a company. By “kill”, I don’t mean “the culture wasn’t as good afterward”. Rather, I mean that its stock dropped by almost 90 percent in less than two years.
What is Agile?
Agile grew up in web consulting, where it had a certain amount of value: when dealing with finicky clients who don’t know what they want, one typically has to choose between one of two options. The first is to manage the client: get expectations set, charge appropriately for rework, and maintain a relationship of equality rather than submission…
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