Agile Is Dead
Stephen Scott Johnson
Expert in Neurodivergent Leadership & DEI Performance Enablement | Keynote Speaker | Bestselling Author | Global Mentor | Founder, Predictive High Performance System?
#6 De-Risking Technical Projects and Teams series
In a recent strategy session with a group of senior technical leaders, I dropped a bombshell about Agile that to my surprise, rattled a few sacred cows. In today's hyper-connected, AI-driven world, where market demands shift at the speed of a tweet, the methodology that has dominated project management for two decades, is starting to look dangerously outdated.
It's like using a paper map in the age of GPS navigation. Sure, it worked well before, but it doesn't account for real-time traffic updates or road changes. Similarly, Agile's linear, iterative approach simply can't keep pace with the multidimensional, interconnected challenges of modern technical projects.
While you're meticulously planning your next sprint, the world is already three laps ahead…
Agile’s limitation is becoming increasingly apparent across industries.
In his 2022 book "Competing in the New World of Work," Keith Ferrazzi highlights how companies that rigidly adhere to traditional Agile methodologies often struggle with rapid market shifts. Ferrazzi cites a case study of a major tech firm that missed a crucial market opportunity because their Agile sprints couldn't adapt quickly enough to a sudden change in consumer behaviour. By the time they adjusted their product roadmap, a more nimble competitor had already captured the market.
The Project Management Institute's 2021 ‘Pulse of the Profession’ report confirms this – that while three-quarters of organisations use Agile, less than half are actually seeing its full benefits. Highly agile companies – those quick to adapt and pivot – are nailing 70% of their projects. Whereas those who are less nimble struggle at around 56%.
It's clear that just 'doing Agile' isn't enough anymore. The real magic happens when companies go beyond rigid Agile practices and embrace true agility.
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What if your project methodology could help you predict market shifts, adapt to unforeseen challenges, and create breakthrough innovations – all while reducing risk and accelerating delivery?
It's time to evolve. Quantum Leadership embraces the complexity of today’s challenges, using uncertainty as a launchpad for innovation. Here's one principle to start with:
Entangled Thinking (Systems-Based Problem-Solving)
Looking beyond isolated tasks and recognising the web of connections in your projects is the way forward. This approach sees every element – from stakeholders to resources – as part of an interconnected whole. By understanding these relationships, you can anticipate challenges, leverage opportunities, and create solutions that adapt to real-world complexity.
In a world driven by AI, blockchain, and quantum computing, linear thinking is a risk. Quantum Leadership doesn't mean abandoning Agile – it means going beyond it. By adopting a fluid, interconnected approach to leadership and project management, you're not just preparing for the future – you're shaping it.
Want to win more clients and deliver projects flawlessly?
Reply 'QUANTUM in the comments or message me and I'll send you a free copy of my latest white paper 'The Hidden Costs of Leadership Deficit in Technical?Projects'.
Web & Content Manager at MASSIVUE | A sustainability enthusiast
3 个月Great perspective, Stephen Scott Johnson! I agree, the rapidly evolving market requires more adaptive leadership approaches. We’re hosting a webinar on Nov 28th titled '???? ?????????? ???? ????????, ????????’?? ?????? ?????? ???????????????', which aligns well with your thoughts on leadership innovation. It would be fantastic to have you join us and share your insights. Here’s the registration link: https://zoom.us/meeting/register/tJwsf--gqzwoE9w9jqvUZtNBPSSEzRW6o5h5#/registration Looking forward to hearing your take!
CTO of Alola, Creator of AMMERSE, Author, Software Developer, prebonsai startup
5 个月You have a problem "embrace true agility" You are speaking against agile in the agile box, and declaring that only a specific kind of pure agile is best. In AMMERSE, the a is for Agile. The other values are as important. Agile people need to break away from agile as the objective and go back to what the objective was/should be all along.
CTO of Alola, Creator of AMMERSE, Author, Software Developer, prebonsai startup
5 个月Agile's approach was only necessary to break down some of the walls that were there, but it's not a like-for-like replacement for how things work in real life. What I mean by that, is that agile brings some good values to the table but its not the entire value set you need. Agile is contextless - just like Scrum is contextless. AMMERSE.org is a value-system, where you can clearly see the values of any method or organisation, and build it to your context. The linear model has been outdated, before Agile came to the table. Agile never had an answer of different contexts, except be agile. Well some industry require stability before agility, some contexts require 90% agility while another only 50%.