Is Agile Dead?... It's all about You!

Spanish Version

In this edition, I would like to share my thoughts on a topic that is becoming increasingly relevant. I will do this by examining three stages of the agile movement and exploring the challenges faced by it and its quality, agilists, and their ability to deliver on the promise of agile.

Wild West, 2001-2009

Agile was born to solve a challenge in a specific context

The Agile Manifesto was created to solve the problem of improving software development practices. It also aimed to address team dynamics. The focus was on the practices and behaviors necessary to implement the ideas effectively. According to Ken Wilber's integral theory , this approach falls under the IT quadrant orientation.

The first period of the agile movement spanned roughly from 2001 to 2009 (Wild West). At first, the idea of agility and its potential to improve software development was very appealing to organizations, especially those in the software development field. As a result, it had a very positive impact in this area.

Agilists of this time

The agilists utilized their skills and knowledge mainly based on XP and Scrum, inspired or guided by the four values and twelve principles defined in the Agile Manifesto.

It could be argued that at the early stages of the Agile movement, there were relatively few practitioners and limited demand, primarily in the area of software development equipment. However, as the movement began to gain traction, the potential for growth in demand also increased.

The first agilists, who were innovators and early adopters, approached the new emerging profession with a focus on maintaining the values and principles of the manifesto. They did not prioritize fidelity to the practices and behaviors of XP and Scrum but rather struck a balance that served their purpose.

Professional Coaching, 2010-2017

The evolutionary leap caused significant tension for many agilists

The evolutionary leap created an important tension that many agilists could not follow to meet the demand of organizations with the proper quality.

In my opinion, this evolutionary leap indicates a higher level of complexity beyond the boundaries of teams (programs and departments). It also presents a challenge of implementing agile outside the IT department. The expansion of the scope goes beyond applying agility to more people and teams, as it involves dealing with various levels of complexity:

• the team as an entity in itself, composed of people who in themselves are each a complex entity. According to Ken Wilber's integral theory, this is a new arena that we can relate to more organizational levels (holons),
• assumptions, emotional intelligence; and in general; the level of inner development of people (agilists included) to face this more complex change of scenario. According to Ken Wilber's integral theory, this would be an I quadrant orientation.
• structures that allow these teams to be organized, manage dependencies, explicit policies, government models, etc. According to Ken Wilber's integral theory, this would be an orientation of the ITS quadrant
• and the culture that emerges between one team and others, as well as between them and the rest of the organization. According to Ken Wilber's integral theory, this would be an orientation of the WE quadrant;

that many agilists have simply not been able to evolve their level of inner complexity to be able to cope with this external complexity.

Agilists of this time

At this time, the popularity of agile methodologies has led to a significant increase in the demand for training and certifications for agile practitioners. However, this has also led to a reduction in the barriers to entry, resulting in a decline in the quality of training and the profession as a whole. To address these challenges, Michael Spayd and Lyssa Adkins developed an expanded and more rigorous competencies' framework that includes skills such as facilitation, professional coaching, mentoring, and training, as well as technical, business, and change management skills.

Undoubtedly, a group of agilists who were well-equipped to handle the complexities that arose from implementing agility beyond teams and IT were beginning to distinguish themselves in the profession. This included scaling agility to the organizational level.

The balance of the previous stage between supply and demand was lost; especially if we consider the quality provided by possessing the competencies described above in Michael Spayd and Lyssa Adkins' "X-wing" competencies framework. These competencies were important for maintaining quality in the industry.

COVID-19 & Complexity, 2018-202X

COVID-19 catalyzed complexity

Agilists were already facing difficulties in generating high-quality agility due to various factors. However, the COVID-19 pandemic has significantly increased the complexity of the situation. On the positive side, it has enabled access to talented individuals from anywhere in the world and made training more accessible to millions of people. Unfortunately, it has also weakened entry barriers to the profession, resulting in an increase in the number of agilists who may not be adequately prepared for the new, more complex challenges.

At that point, organizations can no longer delay digital transformation, remote work, and security updates due to the new complexity; complexity that implies:

• work with individuals (leaders and agilists included) to evolve their inner operating system towards one more capable of dealing with the new complexity. According to Ken Wilber's integral theory, this would be an orientation of quadrant I, demanding to operate at more evolved altitudes.
• work on all perspectives, levels, and lines of development of Ken Wilber's integral theory (AQAL)
• work beyond teams, beyond IT, beyond programs/portfolios, do it at the organizational level and sometimes even beyond them to pay attention to the ecosystems that encompass it.
• and take advantage of new ways of knowing to address these challenges (epistemologies)

Agilists of this time

If in the previous era, many agilists were not adequately trained to be effective, then after such abrupt changes, even fewer would be.

The emergence of Enterprise Agile Coaches who possess the necessary skills to handle the increasing complexity of modern businesses is a positive development. However, the number of such professionals is much smaller compared to the demand from organizations worldwide. Therefore, I am concerned that the level of agility provided may not meet the expectations of these professionals and may require significant improvement.

If Spayd and Adkins' previous competencies framework presented a significant challenge for agilists in the past, it is no longer enough to generate agility in the current era of COVID-19. To meet the challenges of today, agilists must incorporate and master a much broader framework of competencies. This includes aspects such as:

1. GUIDING THE CHANGE PROCESS

1.1. Conducts organizational systems entry

1.2. Assesses organizational systems

1.3. Designs the change strategy

1.4. Guides organizations in implementing and sustaining change

2. DEVELOPING LEADERSHIP IN ORGANIZATIONS

2.1. Invites leadership development at all levels

2.2. Develops transformational leaders

2.3. Creates (or influences) leadership development initiatives

3. COACHING RANGE

3.1. Coaches individuals and systems

3.2. Coaches as professional coach

3.3. Facilitates groups across organizational boundaries

3.4. Coaches at different levels

4. DEVELOPING SELF AS LEADER

4.1. Self-aware of strengths, weaknesses, and belief systems

4.2. Incorporates self-development practices to address the gap between intent and their outcomes

4.3. Sees and manages themself as an agent of transformation

5. GUIDING ORGANIZATIONAL AGILITY

5.1. Works with complex adaptive systems

5.2. Designs organizational structures

5.3. Guides the direction of product creation practices, processes, and behaviors

5.4. Measures business outcomes

Final thoughts

Are we being swept up in the "Agile is Dead" movement?

Should we advocate for a return to Agile's roots by voicing our concerns that it has lost its way?

Has Agile ever truly been alive?

Is it time to make a decision?

Have we, as agilists, kept pace with the demands of the moment by evolving our skills at the required speed?

I'm sorry to leave more questions than answers. Ultimately, it's all about you!