The hype around Agile organisations needs some debunking, so that Agile’s actual value can be salvaged.
Every few years or so, the management consulting community latches onto a new cure for everything that ails large (i.e. potential customer) organisations. The hype cycle unfolds in predictable phases: the new practice seems to work in a number of organisations and gets highly publicised, companies of all sizes and kinds are encouraged to adopt it, a few prominent failures occur, and infatuation gives way to disillusionment as the magic medicine doesn’t seem so magic anymore.
