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Doing Agile, Being Agile, And Achieving Agility

The journey from doing agile to being agile to achieving agility is not a cakewalk. Instead of just executing a good amount of top Agile practises because it’s popular, the objective is to achieve agility and flexibility to change.

In the past few years, the adoption of agile principles in agile transformation services has been gradual and widespread, yet scaling agile is acknowledged to be difficult for significant organizational changes. Scaling agile practices sparked serious worries that it would not be as successful at volume and was a contentious subject within the agile manifesto. Although the declaration is broadly true, certain of its points need to be emphasized more. 

It takes some conceptual reconditioning to change some behaviors and constantly question beliefs that are ingrained in the corporate way of functioning to make the societal transition to adopt agile principles. This is known as the lean-agile mindset, which teaches people how to become aware of their present fixed mindset. Before diving deep let us understand what is agile.

What is Agile?

Agile is a mode of thinking that emphasizes teamwork, rapid customer satisfaction, and the capacity to handle functional changes. It consists of concepts, practices, methods (such as Scrum), and ideals. Agile methodologies like scrum are designed primarily for single teams. Larger organizations employ agile scaling, such as the SAFe or LeSS framework, to expand agile procedures and team structures to several teams. Although agile solutions were developed in the software industry, firms now employ it across many industry sectors.

Difference between Doing Agile and Being Agile

Agile is an immensely popular project management approach that incorporates a variety of well-liked frameworks. But does this imply that they are Agile companies? Although an organization may utilize Agile techniques to handle projects, this does not imply that all of the staff members have wholeheartedly adopted the Agile transformation. 

Doing Agile– If you say you are “doing Agile,” it suggests you have integrated Agile practices in the same way into your business. To efficiently control your projects, you’ve chosen an evolutionary strategy that divides each one into manageable chunks. You might have chosen to use a Kanban board to manage your Agile solutions, restricting the tasks that are still in operation to lessen constraints and speed up delivery. 

Being Agile– Being agile brings an agile attitude to every aspect of your business. With an agile mindset, you can swiftly adjust to changes and are constantly open to learning everything unique. Your organization needs to go through an Agile transition to be completely Agile. Every person involved in this change must adhere to the Agile Manifesto’s principles. True Agile professionals are motivated by the essential values and tenets of Agile and are completely devoted to adopting them into their daily practices.

Doing Agile vs Being Agile- Being Agile requires far more effort and dedication than simply Doing Agile. Here, time is an essential factor because becoming Agile may take years.

Being Agile will demand a complete mental reset if you are accustomed to traditional project management methods. You need to let go of the notion that a leading approach is required for project completion and instead add a layer of flexibility to your daily routines. False Agile, or implementing Agile in name only, is what organizations who implement Agile processes but don’t function with an Agile mindset are doing.

The journey from Being Agile to Achieving Agility

How can you achieve agility for the organization now that the transition from doing agile to being agile has been described? Agile at scale cannot simply be done by growing the number of agile teams until you reach a certain saturation point. Reconfiguring what is the company’s core necessitates a reform of the operating paradigm across the industry and IT. 

A part of the agile journey involves accounting, HR, design, safety, regulation, advertising, and litigation. A goal and justification for doing agile transformation are required. Meaningful statistics must be used to support the transition from being agile to achieving agility because, without good market measures and solid justifications, management may focus on the only statistic they can track.


Hence, the journey from doing agile to being agile to achiveing agility is not a cakewalk. Instead of just executing a good amount of top Agile transformation services because it’s popular, the objective is to achieve agility and flexibility to change. If you want to know more about agility, you should visit our websites to gather more information. 

29 May, 2023

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