With the right behaviors anything can be done

“Responding to change over following a plan” is one of the core values of the Agile Manifesto. But sometimes, people take this phrase too literally, forgetting that some level of planning is essential, whether you’re at work or in your personal life.

Think about it: even a spontaneous road trip or a last-minute flight requires some basic thought and preparation. You need to pack, check your wallet, and figure out where you’re going—even if the destination is “anywhere.”

Unfortunately, some organizations interpret Agile as an excuse to downplay or even skip planning altogether. As Alessandro Di Fiore points out, strategic planning has become less popular in an era of constant technological change and disruption. Many leaders see planning as “pointless wishful thinking” when the world is changing so fast.

But that’s a misconception. The real problem isn’t planning itself—it’s the outdated approach of treating planning as a once-a-year, executive-only event. I’ve sat through those marathon retreats, where leaders try to map out the following year in one go. It’s exhausting, and often, by the time the plan is put into action, the world has already changed.

What truly hurts organizations striving to be agile isn’t planning—it’s rigid, inflexible planning that doesn’t leave room for adjustment. The key is to blend strategic thinking with agile behaviours at every level of the organization. When senior leaders align their actions with the adaptive, iterative approach used by agile teams, the entire organization becomes more effective. Quick, data-driven adjustments become possible, and the company can respond to market changes without losing momentum.

In short: Planning isn’t the enemy of agility—it’s the foundation. The trick is to plan just enough, stay flexible, and be ready to adapt when change inevitably comes.