After spending the past 5 years in enterprise-sized organizations (both public and private sector), I’ve noticed something unusual: fewer people are talking about “agile”

Where they aren’t. There is a distinct lack of obsessiveness over frameworks, certifications, maturity models, etc. In fact, it’s not that people are opposed to agile—it’s more like they’re… indifferent.

And honestly? I think that’s a great thing.

In one organization, agility is just woven into how things get done. People are focused on principles like test and learn, adapting as they go, and using empiricism to guide decisions. But there’s no need to throw around the term “agile” to make it happen.

Here, the goal is practical outcomes—better collaboration, faster learning, and smarter planning—without the burden of buzzwords.

What’s even more interesting is how leadership approaches planning. There’s a strong emphasis on thoughtful, robust planning instead of a rush to minimalism. Rather than viewing planning as an enemy of agility, they see it as a foundation that enables adaptability and better results. In fact, they do more planning, but it’s just enough to help them “steer the boat on the right course” as opposed to predicting an entire circumnavigation of the organizational globe.

So more than just doing agile, people are focused on being effective and delivering value.

In other organizations, “agile” has grown into a massive industry with all the associated terminology, tools, and certifications. But when we strip away the buzzwords, what are we left with?

At its core, agile was never about ticking boxes or adopting new labels. It was about becoming more responsive to change, working in ways that improve collaboration, and staying focused on delivering value.

When I do occasionally make a point about an agile principle, I talk about it in terms of increasing engagement, testing and learning, and having the right skills for the job. The focus stays on outcomes rather than frameworks, and the conversation centers around actual improvements in the way people work together.

What I’m learning is that agility, without the trappings of “agile,” is an ideal state. When people focus on building better ways of working and creating impact without needing to “sell” agile as a concept, it feels natural and grounded.

The result is a culture that values capability over labels, and substance over style.

For those of us working to bring change, this indifference may actually be a sign of maturity. Agility in spirit rather than in name.

What are you observing?