Leadership: The Missing Link in the Next Wave of Agility
The Industrial Revolution began in North America in the late 1700s, sparking waves of change through war, innovation, and the introduction of new technologies. Fast-forward to the 21st century, and we’re experiencing another transformation, driven by the need for organizational agility. Technology is making it possible, but there’s one key component that hasn’t fully evolved: leadership.
Why Command-and-Control Holds Organizations Back
As more companies adopt agile principles and frameworks, many senior leaders overlook a crucial truth: clinging to “command and control” management limits the actual value of agile. When leaders refuse to adapt, they ultimately hinder innovation and limit the potential impact of agile transformations.
Two Types of Leaders in Agile Organizations
Lejla Cizmic, in her article Agile Methods Are No Match For Outdated Leadership, identifies two types of leaders:
- Group 1: Fully invested in agile transformation, committed to unlocking its full value.
- Group 2: Leaders who keep “command and control” hidden beneath a veneer of agile practices. They treat agile as a process for teams, not something that requires change at the executive or management level.
Group 2 leaders see agile as a way to deliver faster. While agile can increase efficiency, speed isn’t its true purpose. The Agile Manifesto, which launched this revolution, does not mention speed. Instead, it emphasizes:
- Individuals and interactions over processes and tools
- Working software over comprehensive documentation
- Customer collaboration over contract negotiation
- Responding to change over following a plan
The focus is on collaboration, adaptability, and delivering value—not just moving quickly.
Agile Is More Than a Process—It’s a Mindset Shift
Organizations are now applying agile principles beyond software, transforming departments across the business. However, for these changes to succeed, the entire organizational structure—and especially its leadership mindset, must undergo significant evolution.
As Lejla puts it, “Implementing Agile transforms an organization horizontally and vertically. It impacts leaders and teams. It impacts the processes, people, technologies, and, more importantly, it impacts the language, culture, behaviour, and the mindset of everyone in the organization.”
Agile is like a living organism; it needs the right environment to thrive. That means leadership must nurture the right culture, empower teams, and model the behaviours they want to see.
Don’t Just “Do” Agile—Be Agile
To truly unlock the value of agile, organizations must move beyond simply following steps or adopting frameworks. As Jeff Dalton says in Great Big Agile, “Don’t do agile, be agile.” This requires a fundamental mindset shift—one that values continuous learning, open communication, and true empowerment at every level.
The Path Forward: Evolve Leadership, Unlock Value
Embracing agile values, aligning leadership behaviours, and keeping everyone engaged and empowered will break down outdated ways of working. This is the key to reaching new heights of innovation, collaboration, and organizational success.
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