From pandemics to politics and beyond, companies face an uncertain and changing environment characterized by fast-decreasing stability and predictability. To cope, organizations in different contexts and competitive situations have enthusiastically embraced the concept of agility. In support, thought leaders, academics and practitioners produce a constant stream of articles, reports, white papers and books on agility – not to mention the profusion of webinars and events.
The result is that when we quiz them, executives often say, “Yes, of course we do agile.” In reality, when pressed they believe they have embraced agility because they have launched some teams using agile methodologies (such as Scrum) as their way of working. But launching agile teams for the overall organization against using agile methodologies to run a number of teams and projects.
