Four Principles, Four Cultures, One Mirror
- The Agile Manifesto principles are considered timeless.
- Application of Agile can create cultural duality/conflict. The core culture of the organization that rolls out Agile is not necessarily aligned with the Agile culture.
- Successful application of the Manifesto principles needs to build on the strength of the specific core culture – Control, Competence, Cultivation or Collaboration – in the organization rolling out Agile .
- Schwaber’s 75% failure rate estimate corresponds to attempts to change the core culture of an organization as part of the Agile rollout.
- Success does not necessarily beget success in Agile rollouts. The interplay between scale and culture poses serious challenges to scaling Agile successfully.
- The Agile infrastructure places a practical limit on the scope of the Agile rollout. Constituencies that are not able to use a joint Agile infrastructure are not likely to collaborate.
- The fine points of one Agile method versus another are far less important to the success of an Agile implementation than cultural subtleties of the target environment in which Agile is applied.
- Good Agile tools are likely to induce behavioral changes without necessitating major cultural pushes.