Starting the Agile Mythbuster Series: How to Identify and Address Common Agile Myths

Recently, I met with a group of agile-passionate colleagues, and we decided to become "agile mythbusters" by providing more layers of detail about selected agile myths, their root causes and by giving clear demystifying actions. Over the course of the next months, we will publish a series of articles debunking common agile myths, one after the other, and in detail—in true mythbuster style. So let's start.

I took my first steps into the agile world almost 15 years ago. It was completely new for me, and seeing was believing. The fun, performance, and outcomes of the first agile teams I worked with infected me with a passion that I’ve never lost.

The use of agile has expanded since then, from manufacturing and software development to all kinds of activities, and from the team level to the organizational level. The term agile has also changed from being used to reference a set of values and principles to include, among other things, large, complex frameworks.

Me and my BCG colleagues have been supporting dozens of organizations in their agile journey. We have worked with teams, divisions, and organizations of various sizes and in many industries.“. Years ago, we had to explain agile—that it is an umbrella term for agile values, principles, a mindset, structures, and practices . Nowadays, because everyone has already heard the term used in multiple settings, we all feel the need to demystify it in order to foster a true understanding of what is really meant by being agile.

I am curious to read about your favorite agile myth - please share it in the comments. I have subjectively curated my top ten:

1. Agile equals Scrum.
2. Agile means no planning.
3. Agile is the same in every organization.
4. Agile requires starting with a transformation, preferably taking a Big Bang approach.
5. Agile means complete freedom for teams—abandoning all rules.
6. Agile does not need leadership.
7. Agile only makes sense in areas of high innovation, ideally including software development.
8. Agile can be learned from other companies’ best practices.
9. Agile is an end in itself, and it will solve all of a company’s problems.
10. Agile works by certifying and training people.

While many of these myths might sound obvious, in reality, they are not. In fact, I have encountered all of them in the past few months again and again in various work settings. It helps to call them out explicitly, as their prevalence can cause real pain: agile myths can delay efforts to introduce agility. They can trick companies into rejecting agile as an idea, they can lead organizations to play agile theater, and they can even cause agile to be a no-go.

So what’s the best way to go about demystifying agile myths? Whether you are an agile consultant, coach, catalyst, or transformation lead, it is typically a three-step approach:

1.     Understand which agile myths are present. Engage with people and listen carefully. Also observe how teams interact. For example, do people regularly refer to one company as the example to follow, or do they think that one methodology describes agile? If so, then people believe the myth that agile is the same in every organization.

2.     Identify each agile myth’s root causes. Try to get to the bottom of what makes people believe in a myth. Is it anecdotal evidence Is it the assertions of a few internal or external so-called experts who are “touting and explaining how it is”? 

3.     Demystify using practical examples. In my experience, demystifying typically works best by giving practical examples that show why the myths are wrong. Consider the myth that agile means no planning— a belief often espoused by nonagile teams that are used to traditional, rigid ways of planning. I’ve found that giving people practical examples of how an iterative, lean, and team-centric plan led to achieving a successful outcome is a powerful way to blow that myth apart. Or alternatively, show antipatterns—examples where agile transformations struggled because the importance of leadership was not factored in.

Agile myths will not vanish, some we'll bust and with agile ways of working constantly evolving and spreading further, new ones will emerge - Agile mythbusters will be busy for some time to come.