The idea of moving beyond the “Agile” label resonates deeply, especially as Agile has grown far beyond its original definition. I responded to a post by Management 3.0, but pondered later in the day and quickly wrote this. Enjoy.

For many, the term Agile has become synonymous with adaptive ways of working, cultural transformation, and a mindset focused on value creation. However, it also brings with it some unintended baggage.

For me, this evolution is similar to how “Hoover” became a catch-all term for vacuuming. Whether you use a Dyson, Shark, or any other device, people often still say, “I’m hoovering.” It’s fascinating how certain terms stick around, even as the underlying product or method changes.

Agile has followed a similar path. What started as a set of principles for software development has expanded into a broader mindset and a movement impacting business operations, leadership, and organizational culture. This progression challenges us to stop asking whether we’re “doing Agile” correctly and instead focus on being adaptive, responsive, and value-driven.

The Outcome-Driven Focus

Think about vacuuming again—no one agonizes over whether they’re “hoovering correctly” or worries about saying, “I’ve hoovered the rug just enough.” The focus is always on the outcome: a clean floor.

Whether the job is done using straight lines, random zigzags, or meticulously overlapping strokes, the method matters less than the result. What’s important is that the floor is clean and serves its purpose—free from dirt and dust that could affect its usability or appearance.

The same principle applies to Agile practices. Teams often get caught up in debates about whether they’re using the “right” framework, following every rule of Scrum, or adhering perfectly to SAFe guidelines.

This fixation on the mechanics—like vacuuming in straight lines—can overshadow the actual purpose of these methods: delivering value to customers, improving collaboration, and enabling teams to respond effectively to change.

Imagine if someone interrupted you mid-vacuum / mid-hoover to critique your technique: “You’re not vacuuming efficiently; you need to follow a more structured pattern.” The absurdity of such a comment highlights how misplaced our focus can sometimes be. What truly matters is whether the floor gets clean, not the precise method used to achieve it.

This outcome-driven mindset invites flexibility and creativity. Just as you might switch between vacuum attachments to tackle a dusty corner or a carpeted stair, Agile teams should feel empowered to adapt their approach to meet the unique challenges of their context. By focusing on results rather than rules, we can create space for innovation and iterative improvement, allowing teams to find the most effective paths to success.

Similarly, in the context of Agile, we need to prioritize outcomes—faster delivery, better products, engaged leaders, and high-performing teams—over rigid adherence to any specific framework, methodology, or specific practices.

Agility is about achieving meaningful results, not simply following prescribed processes. When we shift our focus to outcomes, we unlock the potential for continuous improvement, experimentation, and learning.

Agility Over Agile

Agility is the goal, and Agile is just one of the means to get there. This perspective reframes the ongoing debate about whether Agile is “dead.” The truth is, Agile is alive, but it’s evolving.

In a blog post I wrote recently, I explored how we can reinterpret “DEAD” to highlight the dynamic, ever-changing nature of agility:

• Dynamic: Constantly evolving to address new challenges, technologies, and organizational needs.
• Evolving: Incorporating modern thinking, including systems thinking, business agility, and product strategies.
• Adaptable: Expanding its principles to marketing, HR, and even social impact, demonstrating its versatility.
• Disruptive: Challenging rigid traditions, driving transformation, and fostering innovation.

This reframing challenges the narrative of Agile’s obsolescence, positioning it instead as a vehicle for transformation and value creation.

A Spirit of Continuous Improvement

Reflecting on the spirit of Agile, I believe even the original authors of the Agile Manifesto might agree with this evolution. Agile’s essence has always been about adaptability, collaboration, and delivering value.

As organizations navigate complexity and uncertainty, the principles of agility—continuous improvement, experimentation, and learning—remain as relevant as ever. It’s time we embrace agility in its broader sense and stop letting the label limit what we can achieve.

The Takeaway: Agility Is Alive and Thriving

Let’s stop fixating on whether we’re “Agile enough” and focus instead on how DEAD we can be (more dynamic, evolving, adaptable, and disruptive).

Let’s align our efforts with outcomes, foster engaged leadership, and create environments where teams thrive.

Because in the end, it’s not about being Agile; it’s about being agile.

I must get back to hoovering the rug…

---

Taking it Too Far

Here’s an afterthought. An adaptation of the vacuuming analogy applied to the Manifesto for Agile Software Development (apologies in advance to the Signatories – Kent Beck, Mike Beedle, Arie van Bennekum, Alistair Cockburn, Ward Cunningham, Martin Fowler, James Grenning, Jim Highsmith, Andrew Hunt, Ron Jeffries, Jon Kern, Brian Marick, Robert C. Martin, Steve Mellor, Ken Schwaber, Jeff Sutherland, and Dave Thomas):

---

We are uncovering better ways of cleaning floors by doing it and helping others do it. Through this work, we have come to value:

• Clean flooring over the perfect vacuuming technique
  (While technique matters, a spotless floor is the real goal.)
• Effective results over comprehensive cleaning manuals
  (It’s better to see the floor clean than to get stuck reading how to clean it perfectly.)
• Understanding the space’s needs over rigidly applying a single vacuuming method
  (Different floors and surfaces require collaboration with the environment to find the best approach, not just one-size-fits-all, that’s why you use the foot control to enable carpet mode – in the future AI will enable this.)
• Adapting to messes over following a rigid cleaning plan
  (Life happens, and spills occur—adjusting your approach beats sticking to a fixed routine that doesn’t fit the situation.)

That is, while there is value in the items on the right, we value the items on the left more.

I think this encompasses the essence of Agile, its always been about adaptability, collaboration, and delivering value.