The Future of Agile: Returning to Its Roots While Moving Forward

It has been 23 years since the Agile Manifesto was signed, and it is fascinating to see how much the software development landscape has changed since and how timeless the founders’ concerns remain. Today, as AI reshapes our tools and workflows, and as the concerns about Agile’s future continue to grow. I believe Agile stands at a crossroads: Will we cling to rigid “agile” processes, or rediscover the human-centric principles that made it revolutionary?

The Commercialization Concern

Martin Fowler’s warning about Agile becoming a “commercial product” was one great prophecy. Over the years, I’ve watched his fears materialize. The rise of what Dave Thomas calls the “Agile Industrial Complex” a maze of certifications, templated frameworks, and prescriptive methodologies has diluted Agile’s original intent. Every week, I receive emails telling me about the certification I should get to improve at Agile.

In my work with teams, I’ve seen how this commercialization distracts from real progress. The focus shifts from delivering value to checking boxes on a process diagram. It reminds me of the waterfall era’s rigid Gantt charts a cautionary tale we seem to be replaying with “Agile” labeled processes.

Back to Basics: The Human Element

Kent Beck’s emphasis on Agile’s human-centric roots has always guided my approach. “Technical practices matter,” he says, “but they matter in service of human needs.” This philosophy aligns with what I’ve seen in high-performing teams: when we prioritize people over processes and outcomes over outputs, creativity and value flourish.

For me, Agile’s future isn’t about chasing the next framework it’s about adopting the mindset that empowers teams to adapt, collaborate, and solve real problems.

My Path Forward

1. Simplification Over Complexity

Early in my career, I learned that “Complexity is the enemy,” a lesson I try to carry into every project (sometimes I fail). I’ve seen teams drown in Jira configurations and sprint rituals, only to lose sight of their actual goals.

Now, I champion developer effectiveness: stripping away bureaucracy, automating repetitive tasks, and letting teams self-organize. The result? Faster innovation and rediscovered joy in the work.

2. A Return to Technical Excellence

I do worry about the erosion of technical practices. In rushed sprints focused on increasing velocity, I’ve watched teams skip Test-Driven Development (TDD) and neglect refactoring, only to pay the price in tech debt.

But here’s the good news: AI tools are changing the game. With AI handling repetitive coding tasks, I’ve seen teams reinvest time into pair programming and clean architecture. To me, this is Agile’s promise fulfilled, humans and machines working symbiotically.

3. Adaptive Over Prescriptive

Alistair Cockburn’s view of Agile as a “family of behaviors” has shaped how I coach teams. I reject one-size-fits-all frameworks. Instead, I help teams design practices around their unique context whether they’re building fintech APIs or experimental AI models.

When goals shift mid-project (and they do!), I lean on Agile’s core strength: adaptability. AI-powered analytics can suggest adjustments, but ultimately, it’s human judgment that navigates the unknown.

The AI Factor: My Perspective

The Agile Manifesto’s authors couldn’t have foreseen AI, but their principles guide my approach to this new frontier. While AI automates tasks like code reviews and backlog prioritization, I’ve learned it can’t replace the human spark, the debate over design trade-offs, the empathy to understand user pain points, or the courage to pivot when data contradicts assumptions.

For me, the goal is clear: use AI to amplify human potential, not replace it.

Looking Ahead: What I Believe

• Outcomes over outputs: Measuring customer impact, not story points.

• Technical craftsmanship: Sustainable codebases as a competitive edge.

• Context-driven practices: No two teams I’ve coached work the same way—and that’s okay.

• AI as a collaborator: Letting machines handle the predictable, so humans can tackle the unknown.

Why This Matters to Me

Today, as AI reshapes our world, I’m convinced Agile’s future hinges on returning to its roots.

For me, this isn’t theoretical. It’s the difference between teams that burnout chasing arbitrary metrics and those that thrive by embracing change. It’s why I advocate for principles over processes, humans over hierarchies, and value over velocity.

Agile’s revolution isn’t over. If we stay true to its core, adaptability, collaboration, and relentless improvement, it’s just beginning.