The Agile Paradox—Why It Works Best When It's a Choice

My post contentRecently, I have seen several posts about the dissatisfaction with Scrum in particular, but with Agile frameworks in general. The spirit of these posts speaks to the lack of success with these frameworks. I think the issue is not the particular framework selected or the implementation of that framework, or even the changes made to make it YOUR organization’s framework. In a post I previously wrote (Projects are Just Hard), I discussed how project management and software development can be hard, and the more people involved, the more difficulties can arise.

Few terms have generated as much buzz—and as much misunderstanding—as "Agile." We talk about sprints, stand-ups, backlogs, and ceremonies, often believing that by adhering to these rituals, we are truly "being Agile." But what if our focus on frameworks has blinded us to the true power and potential of what Agile was meant to be?

There is a story I have heard over and over that Agile often begins with a single team in an organization, frustrated with their current processes, that decides to experiment with Agile on their own terms. They start small, maybe with a few simple Scrum practices or a Kanban board, not because a consultant told them to, but because they believed it could help them solve their own problems. Their success—in shipping code faster, improving team morale, or better responding to customer feedback—becomes the most compelling argument. Other teams, seeing their results, naturally become curious, asking, "What are you doing over there?" This organic interest and the tangible proof of a team's success becomes the catalyst for a wider, more authentic adoption, spreading a culture of empowerment and collaboration rather than just a set of rigid rules. But at some point it becomes “organizational” and the organic nature falls away.

I've come to believe that the success of any endeavor, whether it's building a product or transforming an organization, rarely hinges on the specific framework we adopt. Instead, it's about something far more fundamental: the people, their interactions, and the culture they cultivate.

The Genesis: A Manifesto for a Better Way

Let's rewind to 2001. A group of seventeen software developers, frustrated with rigid, document-heavy processes, gathered to find "better ways of developing software." They didn't invent a new methodology; they articulated a set of values and principles—the Agile Manifesto.

Their very first value states: "Individuals and interactions over processes and tools." Their last principle: "Responding to change over following a plan."

These weren't prescriptive steps; they were a declaration of a different mindset. A mindset that prioritized human connection, adaptability, and delivering actual value over strict adherence to a pre-defined process.

The Framework Trap: When the "How" Obscures the "Why"

Over the past two decades, various frameworks like Scrum, Kanban, and SAFe have emerged from the Agile movement. These frameworks, at their best, provide useful structures and practices to help teams embody Agile principles.

However, herein lies the paradox: when frameworks become dogma, they often betray the very spirit of Agile.

• Process Over People: We start prioritizing daily stand-ups (the "process") even if the team's interactions are strained, trust is low, or the tool is inefficiently used.

• Tools Over Trust: We invest heavily in elaborate project management tools ("tools") without first building psychological safety and open communication among team members.

• Rigidity Over Responsiveness: We rigidly adhere to sprint lengths or release cycles ("following a plan") even when market shifts or new insights demand immediate adaptation ("responding to change").

This isn't Agile. This is often "Fragile"—a brittle mimicry where the ceremonies are performed, but the essence is lost. The term "ScrumBut" perfectly encapsulates this: "We do Scrum, but we don't really empower the team," or "We do Agile, but we still have a command-and-control hierarchy."

The Unsung Heroes: People, Relationships, and Belief

My experience continually reinforces that the true determinants of success are:

• The People: Their skills, their motivation, and their commitment.

• The Relationships: The trust, respect, and psychological safety within and across teams.

• The Belief: The collective acceptance and genuine understanding of why an approach (be it traditional, Agile, or hybrid) is being adopted.

A highly functional, collaborative team with strong leadership can succeed with almost any reasonable approach, even a more traditional one. Conversely, a dysfunctional team will struggle, no matter how perfectly they implement a "certified" Agile framework.

Shifting the Mindset: Steps for Change

The journey from "doing Agile" to "being Agile" requires a deliberate shift in how we think and act. It’s not an overnight transformation, especially in a large organization, but it is achievable through focused effort.

1. Start with "Why," Not "How"

Don't lead with a new framework or tool. Instead, start the conversation by asking "why" the current way isn't working. Focus on the business outcomes you want to achieve, like faster time to market, better customer satisfaction, or increased team morale. Frame the conversation around the problems you're trying to solve, and then introduce the Agile principles as a potential solution.

2. Empower Small, Autonomous Teams

Large organizations can feel bureaucratic and slow. To combat this, start by empowering small, cross-functional teams with a clear mission and the autonomy to decide how they'll achieve it. A key step is to empower them to choose a working style that fits their needs, whether it's Kanban, Scrum, or a hybrid approach. This gives them ownership and builds trust.

3. Foster a Culture of Psychological Safety

No framework can succeed without trust. Leaders must create an environment where team members feel safe to speak up, admit mistakes, and experiment without fear of reprisal. This is the foundation of continuous improvement and adaptation. A powerful step is for leaders to practice "blameless retrospectives" where the focus is on what can be improved, not who made a mistake.

4. Prioritize Continuous Learning and Feedback

True agility is a state of constant learning. This goes beyond team retrospectives. Encourage a culture where feedback is sought out and acted upon—from customers, stakeholders, and other teams. A great way to do this is to implement "communities of practice," where people from different teams can share knowledge and insights.

5. Lead by Example

Mindset change starts at the top. If leaders continue to operate in a command-and-control style, the effort will fail. Leaders need to move from being decision-makers to being servant leaders who remove impediments and provide teams with what they need to succeed. Their role is to ask, "How can I help?"

6. Don’t force it

You don't have to force a single framework across an entire company. The key to a successful approach is recognizing that a one-size-fits-all model rarely works. A research and development team might thrive with an iterative and adaptable Agile approach, while a legal or finance department may require more traditional, sequential processes. The real power of an Agile mindset lies not in its universal application, but in the freedom it provides to experiment and adopt methods that genuinely improve efficiency, collaboration, and outcomes for a specific team. This approach respects the unique needs of different departments and fosters an environment where genuine improvement, not just compliance, is the goal.

Beyond the Frameworks: Embracing True Agility

So, what's the takeaway?

It's time we shift our focus from merely doing Agile to genuinely being Agile. Let's champion the foundational principles:

• Empowerment: Trusting our teams to solve problems and make decisions.

• Collaboration: Fostering open communication and breaking down silos.

• Adaptability: Being willing to pivot when new information emerges.

• Value Delivery: Relentlessly focusing on what truly benefits the customer.

Frameworks can be guides, but they should never be shackles. The most successful teams aren't the ones who flawlessly execute a framework; they're the ones who embody its spirit, continually inspect and adapt, and prioritize their people above all else.

This is where real change starts; when you put in the effort and are supported by others who share your belief, success becomes a shared journey that inspires everyone to grow.

#agile #agilemindset #leadership #neooutcomesllc