More than XP. More than one day.

Teams improve their chances of success when they demonstrate agility - the ability to deliver value to customers repeatedly, maximising ROI for the business while dealing with change in a rational and empirical way.

Many organisations, despite trying to be agile, still see their projects fail. Is it because ‘Corporate Agile’ is a compromise too far? Adaptations undermining the values and principles are often made to agile methods so they fit into the corporate culture, are more acceptable to management or to make them easier for people to perform. Do these compromises degrade a team’s agility and lead to an accepted mediocrity that increases the chances of failure?

Achieving agility isn't easy. It's partly about process and practices and yet its capability is rooted in the culture and mind-set established by the underlying values and principles. Agility requires awareness, discipline, sound judgement and courage, plus a trusting and empowering environment that understands small failures to be important learning experiences that drive continuous improvement. Often teams focus on the process element and the practices or adapt things before they’ve even tried them. Do people understand the cultural aspect of what is required to achieve success using an agile approach? Or do they simply lack the conviction to bring about the organisational changes necessary to give a team a fighting chance of achieving agility.