Why corporate companies suck at agile

“Sticking feathers up your butt does not make you a chicken.” – Tyler Durden

Why corporate companies suck at agile

Agile has become like a religion where everyone in corporations feverishly beat their breasts and shout at the top of the voices for all to hear how great it is.

It is amazing that 16 years after the agile manifesto came to life that many corporate software environments still talk about ‘Agile Transformation’. Agile has become like a religion where everyone in corporations feverishly beat their breasts and shout at the top of the voices for all to hear about how great Agile is and how totally on board they are with it. For many business professionals it has even become a career risk not to buy into the virtues of Agile.

For those paying close attention you will notice that when corporate environments talk about agile development, (like the paragraph above) they tend to talk about it in capitalized noun form. Agile development has been reduced in substance and is simply seen as a process or framework that needs to be adopted. It is seen as a magic bullet that is finally going to solve the inefficiencies in those pesky technology departments that just don’t get the subtleties of high brow business folk’s needs.

The problem is that this capitalized noun Agile mindsets miss the point completely. In the immortal words of Tyler Durden, ‘sticking feathers up your butt does not make you a chicken’. Similarly taking an agile (read nimble) process/methodology and following its steps to the tee without really understanding its purpose does not make you an agile organization. It was never about process or framework.

Agile is an adjective, it describes a culture and mindset. A desire to be adaptable, collaborative, lean and evolutionary. Agile is about early feedback loops, about failing early and fast. It is about constantly reflecting on yourself and coming up with experiments to improve things. It is about partnering with your client and involving them in the development process.

It is about transparency and externalizing risk at all times. Its about building products lean and incrementally. It is about accepting that you don’t have all the answers up front and using natural ways of working to figure them out just in time when they are needed.

If these words resonate with you I implore you to go read the agile manifesto again and to start focusing on the values and principles behind agile development instead of fixating on process. Be mindful of how people become fundamentalists about something they do not even truly understand in the first place.

We need to stop the army of Scrum Alliance trained ‘Agilists’ that parrot fashion recite SCRUM methodology to you claiming to be the answer to your waterfall world.


  1. Great stuff here. Thanks for sharing! I was at Agile Orlando this past month… I hate the cultish feeling of the ‘open-space technology’ conferences, but the breakout sessions usually prove to be pretty insightful. Looking forward to checking out your other posts.

    Liked by 1 person


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