For effectiveness, Agile was never the answer
summary
Argues that Agile’s origin favors adaptiveness over measurable effectiveness and gives evidence: Standish Group 2022 finds 64% of delivered features are never used, Harvard Business Review shows 60% faster time‑to‑market, and McKinsey 2021 cites 70% enterprise failures from strategic misalignment and weak executive buy‑in; Deloitte/deote 2022 reports 25% productivity drop when scaling due to communication breakdowns. Recommends end-to-end product thinking, reorganizing around products, avoiding pivots-for-the-sake, and using concrete tools like Large Scale Scrum, Team Topologies, OKRs, design thinking and Radical Candor to close the gap.
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chapters (19)
- 0:00Introduction
- 1:49Business advisors at ING Hubs Poland
- 2:57Agile’s intent vs business effectiveness
- 4:45Output trap in agile delivery
- 6:10End-to-end product thinking
- 8:42Agile’s pivot culture and strategy
- 11:35When agile changes are meaningless
- 13:03Future beyond agile
- 14:30Hidden cost of self-organizing teams
- 16:37Scaling agile fails productivity
- 18:27Rebuilding collaboration
- 21:01Agile as a toolbox
- 22:02Leadership alignment language
- 23:27Restructuring around products
- 24:10Building resilience
- 25:12Agile’s long-term business role
- 25:56Q&A: Agile manifesto misinterpretations
- 29:52Q&A: Agile’s effectiveness potential
- 31:41Q&A: Tools bridging agile and effectiveness
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