Is Rigidity Becoming the Fragility of Agility Frameworks?

A Gemisode® Series – Part I

First introduced in 2001, the Agile Manifesto—authored by 17 software practitioners and guided by four values and twelve principles—was about defining core values and principles for software development, prioritizing flexibility, collaboration, and adaptability. Over two decades later, the methodology continues to significantly shape the business world as its adoption went beyond software engineering and became a way of driving better business outcomes for those willing to lean in. That said, having worked in the corporate world, and now as an independent consultant, I’ve begun to wonder whether there are emerging signs of fragility within Agile’s application that raise important questions: Has agility itself become rigid? And, if so, does that rigidity threaten the very flexibility that Agile was designed to foster?

As Agile methodologies (e.g., Scrum, Lean, Kanban) have become more mainstream, it’s important to understand what led to their rise in the first place. At its core, Agile was a response to slow-moving, documentation-heavy processes that hampered innovation and often led to missed opportunities. It promised to help companies respond rapidly to change, meet evolving customer needs, and maintain a competitive edge. One of the only constants in life is change, and as change continues to accelerate, Agile became the solution for leaders seeking to future-proof their organizations.

Now, however, as we continue to observe leadership, management, social, and even political trends, we can’t help but wonder whether the human tendency to swing the pendulum back the other way is happening. What do we mean by that? For example, we’ve all witnessed the pendulum swings of, let’s say, fashion trends—what’s in today can be out tomorrow (think skinny jeans). This leads us to ask: Has the Agile movement started experiencing its own return to what first led to its birth? What was once a radical departure from fixed processes could be at risk of becoming entrenched in “newly” fixed practices. In some cases, Agile may be being overly applied where it’s not needed, and in others, the agility that was supposed to liberate organizations may now be constrained by the very processes and frameworks it introduced.

Over the past few years, signs of this rigidity have been showing. As Agile has gained widespread adoption, some of its practices seem to have grown rigid in their application. Despite its focus on adaptability, there still seem to be ongoing debates within Agile circles on how to best implement certain practices, which raises concern about whether the framework is as responsive as it once was. Additionally, when we examine who is at the forefront of leading these conversations today, it brings into question whether Agile has actively sought out and included the diversity of perspectives necessary to keep the methodology innovative and relevant.

For example, Millennials and Gen Z, who are shaping and will continue to shape the future of work, are not as prominently represented in Agile leadership and thought leadership. Even Gen Alpha, though young now, is already showing us how they want to be engaged and the flexibility they expect (just ask my 4-year-old nephew his thoughts on anything!). These generations bring new priorities—such as inclusivity, work-life balance, and digital fluency—yet their voices are not always reflected in the current applications of Agile. Without incorporating these perspectives, Agile risks becoming stagnant and less relevant to the very people it needs to serve.

#GemAlert

Without a broader range of voices—across gender, age, and cultural backgrounds—Agile risks becoming entrenched in outdated ideas, limiting its ability to meet the needs of the modern workforce.

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The question we must now examine is whether the natural tendency for humans and organizations to swing back toward rigidity is occurring within Agile. If the flexible mindset that once made Agile so attractive is giving way to fixed practices, we must ask ourselves: Is Agile still as adaptive and flexible as it was intended to be, or has it become fragile, constrained by the very processes it was meant to overcome, especially as the rise of AI in business continues? Stay tuned for Part II, the conclusion of this series to find out!

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