TL; DR: The End of “Good Enough Agile”
“Good Enough Agile” is ending as AI automates mere ceremonial tasks and Product Operating Models demand outcome-focused teams. Agile professionals must evolve from process facilitators to strategic product thinkers or risk obsolescence as organizations adopt AI-native approaches that embody Agile values without ritual overhead.
The Perfect Storm Coming After Good Enough Agile
For two decades, many of us have participated in, or at least witnessed, a prolonged performance of “Agile-as-theater.” Now, the curtain is falling. Mechanical Scrum, stand-ups — or Daily Scrum, if you prefer that term — without tangible purpose, estimation rituals that pretend to forecast the future, Jira-as-performance-art; we’ve normalized Agile as a checklist. Useful, perhaps, if you blinked hard enough and never dared ask about the return on investment.
In the realm of software development and project management, the term “Good Enough Agile” has been a prevalent mindset for a significant period. This approach often involved going through the motions of Agile methodologies without truly embodying the core principles. However, the landscape is rapidly changing, ushering in the end of this era.
With the rise of artificial intelligence (AI) and automation technologies, many of the repetitive and ceremonial tasks associated with Agile practices are being streamlined and optimized. This shift is forcing Agile professionals to adapt and evolve beyond mere process facilitation. The future demands individuals who can think strategically about products and outcomes rather than just following a set of prescribed steps.
Organizations are increasingly moving towards Product Operating Models that prioritize delivering tangible results and value. This necessitates Agile teams to shift their focus from procedural adherence to driving strategic initiatives that align with business objectives. The days of going through Agile motions as a formality are fading, making room for a more outcome-focused approach.
As the industry moves towards AI-native approaches, Agile values are being ingrained into organizational processes without the need for excessive ritualistic practices. This evolution signifies a fundamental change in how Agile is perceived and implemented within modern businesses. Agile professionals who fail to adapt to this new paradigm risk becoming obsolete in an environment that values efficiency and innovation.
The perfect storm is brewing for those still clinging to the outdated notion of “Good Enough Agile.” The days of mechanical Scrum meetings and superficial stand-ups are numbered. The future demands a deeper understanding of product strategy, customer needs, and market dynamics. Estimation rituals that offer little real value are being replaced by data-driven insights and predictive analytics.
Jira, once a central piece of the Agile puzzle, is now being reevaluated as organizations seek more meaningful ways to track progress and measure success. The era of Agile as a mere checklist item is fading, making room for a new era where Agile is synonymous with strategic business value and customer-centric innovation.
In conclusion, the end of “Good Enough Agile” marks a critical juncture for Agile professionals. Embracing this change means shifting from being process facilitators to becoming strategic product thinkers. By aligning Agile practices with organizational goals and embracing a mindset of continuous improvement, professionals can thrive in an era where Agile is more than just a methodology—it’s a strategic imperative for success in a rapidly evolving digital landscape.