Agile 2

Foreword

You can recognize a great book by its ability to make obvious what is wrong with existing worldviews and to add new insights or nuances to change or improve this worldview. I believe Agile 2 meets these criteria easily. It is an easy read not only for those new to the subject of agility, but also for die-hard professionals who are looking for something “beyond” the basic Agile concepts that are at times dogmatic and often being misused in practice.

In this era of digital disruption and an ever-growing world full of volatility, uncertainty, complexity, and ambiguity, it becomes increasingly important for organizations to become more agile. The Agile Manifesto, originally intended in 2001 to disrupt traditional, not-too-effective software development practices, has inspired many organizations over the past decades to change their ways of working, affecting both work cultures and structures. Its popularity was boosted by a growing workforce consisting of millennials and Generation-Z professionals who demand more autonomy, ownership, and the opportunity to make meaningful impact. Over the past decade, the “Agile movement” has gained increasing momentum and also moved beyond the realm of IT.

A side effect of its success and growth was that all kinds of Agile frameworks, doctrines, and certifications popped up to standardize and monetize the discipline. The original Agile values and principles, being high-level on purpose, gave ample room for various interpretations of the ...