Are We Operating in a Post-Agile World?

Prelude: The Spark for This Article

A recent post by Andrew Long on LinkedIn highlighted ongoing shifts in the Agile community. Long talks about fewer roles for traditional Agile coaches and Scrum Masters as organisations become more Agile-savvy. Long offered three alternative career paths for Agile professionals facing these changes:

• Specialising in Lean, Agile, and DevOps training and development.
• Moving up to managerial roles where coaching skills augment broader leadership talents.
• Becoming a “player-coach” who spreads Agile by actively participating in teams.

Nigel Thurlow commented on the post, saying, “The fact this post and these conversations are happening demonstrates that ‘post Agile’ is a thing, and indeed Agile has been oversold and underdone”. He further warned that organisations have largely failed to implement true Agile methods, often settling for what he terms “disciplined waterfall.” Thurlow’s advice? Update CVs/resumes to include broad skills, knowledge, and abilities, not just roles tied to Agile titles.

In a similar vein, Evan Leybourn of the Business Agility Institute shared at the Global Scrum Gathering last week that while the global demand for Agile coaches and transformation leads has declined, the need for proficiency in Agile ways of working has surged.

These insights kick off the deeper discussion that follows.

Introduction

The Agile Manifesto was a turning point that deeply impacted how we manage projects, develop software, and drive organisational change. However, with Evan Leybourn's observation underlining the decline in demand for traditional Agile roles but a surge in Agile proficiency, one might ask: Are we now in a 'Post-Agile' world? If so, what does it mean for professionals deeply invested in Agile ways of working?

The Agile Philosophy: What Does 'Mature' Mean?

Generally, when an organisation truly understands Agile, there's less need for specialised Agile coaches. Coaching becomes integrated into general management and leadership roles in such a mature Agile setting. Leaders and team members act as 'player coaches,' blending their job responsibilities with Agile principles. This concept of 'player coaches' extends a point I've often made: adaptable leaders are essential for a dynamic business environment.

Shifting Roles: A Fresh Take

With Agile becoming second nature, companies like Capital One have recently scaled back on role-specific Agile coaches and Scrum Masters. They believe Agile ways will be maintained by developers and managers alike. This shift in approach aligns closely with Evan Leybourn's remarks about the surging demand for Agile proficiency rather than traditional roles. This trend means Agile coaching skills are becoming part of broader roles, something I've often argued for. In short, Agile know-how should be a regular feature in any leader's or manager's skill set, not something separate.

The Myth of True Agile

As Nigel Thurlow critically points out, many organisations claim to have implemented Agile methods but fall short. This failure often occurs because those in charge are reluctant to change. Such reluctance underscores the need to tackle activities and behaviours that don't add value, especially at the executive level, to achieve genuine transformation.

The 'Post-Agile' Condition: Fact or Fiction?

Post-agile discussions often hinge on the gap between what's said and what's done. Nigel Thurlow's observation that Agile has been "oversold and underdone" adds weight to this view. Some organisations claim to be Agile without truly embracing its core principles. For example, critics say SAFe is just 'bureaucratic agile’, missing the essence of true Agile. These shortcuts detract from Agile's true essence, which is not just a way to work but a culture, attitude, and ethos that supports adaptability, team cooperation, and customer focus.

Beyond 'Post-Agile': Addressing Structural Barriers

As Nigel Thurlow and Andrew Long agree, the next frontier in 'Post-Agile' transformation must focus on leadership and structural issues that inhibit organisational agility. These can range from executive compensation to regulatory hurdles. Unless we tackle these issues, even progress in Agile could be undone.

Agile-to-'Post-Agile': Charting the Next Frontier

We must look beyond career paths and focus on the broader shifts in Agile thinking. The 'Post-Agile' landscape isn't merely about adapting to new roles; it's about understanding that Agile has permeated businesses' core. The future is not about clinging to Agile labels or specific approaches but about embedding agility as a cultural norm across all organisational levels.

To navigate this 'Post-Agile' era, we must look beyond framework-specific roles and embrace a strategic viewpoint. As we've established, it's less about being an Agile Coach or a Scrum Master and more about being a transformational leader who embodies agility. The future belongs to those who can adapt, innovate, and execute Agile principles, irrespective of their job title.

Article originally published here: https://www.agiledeltaconsulting.com/post/are-we-operating-in-a-post-agile-world