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The hype has subsided because so many organizations adopted the shell of an agile methodology (oftentimes scrum, having meetings called standups and things called stories), paid lip service to its tenets, but never actually incorporated the core concepts in how they work.

So that said, I'd say modern best practices are still agile. The trick is recognizing and convincing an organization they aren't actually practicing agile, they're practicing cargo cult agile, and to get them on board with the necessary changes.

That said, if anyone has any good resources on how to explain and affect that change, convincing higher ups who believe that they're already agile that in fact they're just cargo culting it, and to instead implement the scary changes that are required to truly be agile, I'd be interested.




Right now I'm at a place where agile is done well. But over the years as I've seen management consultants come through different organizations, I've learned how it's done: Rather than convince people that they never understood and practiced the old concepts, you instead give the old concepts new names. Then they don't have to say "we're finally doing what we talked about years ago", and instead "we're adopting this exciting new thing!"


I've tried similar things, but any time it's been communicated upwards the response has been (essentially) "That sounds scary. Where's the research that says that'll improve things over this awesome agile thing we've been doing and that all the marketing buzz says is awesome?"

I totally am in agreement that you have to treat it as some new thing (rather than them just doing the old thing correctly, instead of incorrectly as they have been), but even assuming they were on board to consider it, it gets tricky. Do you just rebrand agile? Then they're going to screw it up the same way. Do you take a more prescriptive approach, that this new 'eliga' (agile spelled backwards) process means we do it -this- way? Because then you're not really doing agile, and teams that need to operate differently are not going to be as productive. Etc


That's brilliant. Sadly, in some sense, but the logic checks out. It highlights how multi-dimensional the problem of persuasion can be.




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