I’ve been working with a number of larger, older organisations recently and it has really brought home to me the difference between the promise of a nimble, responsive teams and the reality of a sluggish, bureaucratic behemoth. Then, looking back over years of writings, posts, promises and dreams I see frequent repetitions of the phrase “Agile says that …” What? What exactly does agile ‘say’?
I’m not going to invoke the manifesto. It’s there if anyone wants to look at it and it is a valuable historical document. Its contents are as relevant today as they were when they were written (tinkering aside), but it is declarative not imperative. It is aspirational not procedural. We can’t ‘implement’ it or ‘transition’ to it.
Instead we have the plethora of methods that existed at the time of its original drafting and a few more besides. Many of them include recipes, processes, state diagrams – but they don’t seem to reliably help organisations improve their ability to deliver. These organisations need to change, but not according to some checklist brought down from the agile mountain chiselled in stone. The agile values and principles help us suggest ways of change, but that’s as far from a recipe as the contents of a box of oatcakes are from the serving suggestion in the picture.
There are plenty of winds in the world. There are the four winds. There are the trade winds. There are the winds of change. And there is… how shall I put this delicately?… bottom wind.
One of the definitions of flatulent is “generating excessive gas in the alimentary canal”, but it’s not that relevant to what we’re discussing. A more appropriate definition for my purposes is:
“having unsupported pretensions; inflated and empty; pompous; turgid”
I’ve heard […]