Being Agile vs Doing Agile

Are organizations really being agile and doing agile, or are they just going through the motions and using agile jargon without truly understanding the values and principles of agile?

Agile is more than just a methodology or set of practices, it is a mindset and a culture that values collaboration, continuous improvement, and adaptability. Many organizations claim to be agile, but are they really embracing these values and principles?

It is not uncommon for organizations to adopt agile practices without truly understanding the underlying principles or without committing to the cultural shift required for true agility. This can result in organizations that are merely going through the motions, but not truly realizing the benefits of agility.

To truly be agile, organizations must embrace the agile mindset and culture, not just the practices. This requires a commitment to continuous learning and improvement, a willingness to embrace change, and a focus on delivering value to the customer.

So, are organizations really being agile and doing agile, or are they just using agile jargon without truly embracing the values and principles of agility? This is a challenging question that organizations must ask themselves if they want to truly realize the benefits of agility.

Doing agile refers to the act of using agile practices, such as daily stand-up meetings, sprints, retrospectives, and so on, in the development process. On the other hand, being agile refers to the mindset and culture that values collaboration, continuous improvement, and adaptability.

Here are some concrete examples to differentiate between doing agile and being agile:

Daily Stand-up Meetings:

• Doing Agile: A team conducts daily stand-up meetings where each member reports on what they did yesterday, what they plan to do today, and any blockers they have.
• Being Agile: The team uses daily stand-up meetings as a platform to collaborate, share knowledge, and make collective decisions. The team is empowered to self-organize and adjust their approach based on feedback and the changing needs of the project.

Sprints:

• Doing Agile: A team follows the Scrum framework by breaking down the project into sprints, each with a set of deliverables to complete.
• Being Agile: The team views sprints as an opportunity to experiment, learn, and adapt. The team is constantly seeking feedback from stakeholders and customers to ensure they are delivering value and improving their approach.

Retrospectives:

• Doing Agile: A team conducts retrospectives at the end of each sprint to discuss what went well, what didn't, and what they can improve next time.
• Being Agile: The team embraces the continuous improvement mindset by conducting retrospectives regularly, not just at the end of a sprint. The team focuses on identifying and addressing systemic issues that are impacting their performance.

In summary, doing agile is about following the practices, while being agile is about embracing the values and principles of agile. While the practices are important, they are not enough to achieve true agility. Organizations that are being agile have a culture that values collaboration, continuous learning, and adaptation, which leads to better outcomes for customers and the business.

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