What is Agile?
Agile is an organisational approach to work that helps teams and companies create value in uncertain and changing conditions by delivering in small steps, learning from rapid feedback, and continuously adapting plans, decisions, and execution.
Understanding this distinction is crucial, as Agile is frequently misinterpreted. It’s often labeled an “Agile methodology,” but that’s a misconception. Agile isn’t a single methodology, framework, or process - it's a mindset. It represents a flexible, adaptive approach to work, especially when the path ahead is uncertain.
Agile came about as a reaction to the growing complexity in today’s business world. Markets are constantly shifting, customer needs keep changing, technology evolves rapidly, and often, the most important information only becomes available once work is already underway. In this kind of setting, detailed long-term plans can quickly become outdated. Agile tackles this challenge by focusing on ongoing learning and the ability to adapt, rather than relying on rigid, upfront planning.
Agile came about as a reaction to the growing complexity in today’s business world. Markets are constantly shifting, customer needs keep changing, technology evolves rapidly, and often, the most important information only becomes available once work is already underway. In this kind of setting, detailed long-term plans can quickly become outdated. Agile tackles this challenge by focusing on ongoing learning and the ability to adapt, rather than relying on rigid, upfront planning.
The Agile and Lean Umbrella: How to Read This Model
This visual model is structured in three distinct layers.
1. The Umbrella Top: Agile and Lean as a Philosophy
At the very top of the image you see Lean and Agile. This level represents values and principles. Agile at this level means:
This is the foundation of the Agile mindset.
Important point for non-IT audiences: Agile is not a delivery model. It is a way of thinking about work when outcomes cannot be fully defined upfront.
Without this philosophical layer, everything below becomes mechanical and fragile.
Without this philosophical layer, everything below becomes mechanical and fragile.
2. The Middle Layer: Agile Frameworks and Methods
At the very top of the image you see Lean and Agile. This level represents values and principles.
Agile at this level means:
Agile at this level means:
- Scrum
- Kanban method
- Extreme Programming
- Crystal
- Feature-Driven Development
- DSDM etc.
This is where most organisations start and often stop.
Frameworks answer the question: “How might we organise work if we accept Agile values and principles?”
They provide:
However, frameworks are not Agile by default. They only work when aligned with the mindset above them.
A common mistake:
What you’re seeing isn’t real Agile - it’s a process theatre without the underlying mindset.
Frameworks answer the question: “How might we organise work if we accept Agile values and principles?”
They provide:
- roles
- events
- artefacts
- decision rules
However, frameworks are not Agile by default. They only work when aligned with the mindset above them.
A common mistake:
- adopting Scrum
- keeping command-and-control management
- expecting different results
What you’re seeing isn’t real Agile - it’s a process theatre without the underlying mindset.
3. The Bottom Layer: Agile Practices and Tools
The bottom green layer represents practices and tools, for example:
These answer a different question: “What do we actually do day to day?”
Practices are flexible and context-dependent. As teams learn and grow, these practices should adapt accordingly.
Ironically, this is the layer that’s most often imitated, yet least understood. When practices are applied without a grounding in core principles, it results in:
Practices are flexible and context-dependent. As teams learn and grow, these practices should adapt accordingly.
Ironically, this is the layer that’s most often imitated, yet least understood. When practices are applied without a grounding in core principles, it results in:
- ritual compliance
- meeting overload
- local optimisation
- growing skepticism about Agile
Why This Model Matters When Explaining What Agile Is
The power of this image lies in one simple message:
🔹 Agile is not Scrum
🔹 Scrum is not stand-ups
🔹 Stand-ups are not Agile
🔹 Scrum is not stand-ups
🔹 Stand-ups are not Agile
Agile is a coherent system, not a checklist.
What Agile Is Not
To clear up common misunderstandings, Agile does not mean:
🔹 working without planning
🔹 moving faster at any cost
🔹 removing accountability
🔹 a single framework or method
🔹 only relevant for IT
🔹 moving faster at any cost
🔹 removing accountability
🔹 a single framework or method
🔹 only relevant for IT
Agile replaces false certainty with continuous learning.
Why Agile Fails Without This Understanding
Most Agile transformations fail because organisations:
🔹 start at the practice level
🔹 mandate frameworks
🔹 ignore leadership behaviour
🔹 keep incentive systems unchanged
🔹 mandate frameworks
🔹 ignore leadership behaviour
🔹 keep incentive systems unchanged
They install tools where a mindset shift is required. Without that shift, the entire “Agile umbrella” collapses.
Key Takeaway
If you remember only one thing when explaining what Agile is, remember this:
Agile is the ability to learn faster than reality changes and to act on that learning.
Everything else is implementation detail.
Agile is the ability to learn faster than reality changes and to act on that learning.
Everything else is implementation detail.
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