Agile methodologies have long been heralded as the key to responsive and efficient product development.
However, recent insights reveal that many organizations struggle to realize Agile’s foundational values and full potential. According to a new Miro survey of 1,200 Agile practitioners and leaders, more than two-thirds (69%) of practitioners say that processes and tools overshadow individuals in their organization and more than half (58%) say maintaining documentation is more important than delivering final products.
What’s causing this divide between Agile ideals and reality in modern enterprises? Both practitioners and leaders of Agile teams cite inflexible frameworks, convoluted tooling, and a significant disconnect between practitioners and leadership.
In this article, we’ll explore these challenges and begin to answer the all-important follow-up question: “What now?” After all, organizations that confront these issues head-on can achieve more than just incremental improvements — they can foster a culture of innovation for the long term.
Challenge one: Rigid frameworks limit adaptability
Organizations often fall into the trap of treating Agile like a rigid methodology, when in actuality it thrives on adaptability. You can see this in practice with standardized frameworks like Scrum and SAFe, which can stifle flexibility when they aren’t customized or based on learnings.
In fact, more than two-thirds of Agile practitioners say they always or often find frameworks too complex, feel pressure to comply with them, and work in teams that prioritize processes to the detriment of their productivity. This checklist mentality creates friction, making Agile less effective.
Rigidity can often stem from a fear of failure or a desire for predictability. But innovation — and effective Agile practices — require leaders to embrace uncertainty and adapt their frameworks to team needs and feedback. Also, rigidity leaves no room for fresh and diverse perspectives and personalities, both of which are essential for innovation.
LEARN MORE: Acclaimed product leader David Pereira shares his innovation playbook and philosophy on how to use templates.
Challenge two: Complex and inflexible tools slow teams down
The theme of rigidity also extends to the technology that Agile teams use, with nearly half (47%) of the practitioners surveyed saying that their tools aren’t flexible enough to support their chosen ways of working.
But, for practitioners (68%) and leaders (47%) alike, the top technological obstacle they encounter is the complexity of the tools they use.
Far from enabling teams to work efficiently, many tools create friction that slows progress and reduces engagement. One Product Manager we spoke to summed it up well:
“We use various tools that slow down discussions, lead to repetitive meetings, and can’t support efficient decision-making or rationalization.”
READ MORE: Is technology hindering innovation at your workplace? Why 31% of information workers and leaders say technology is their top business challenge.
What we know is both Agile practitioners and leaders don’t like rigidity in the way they work, and this is actually an Agile anti-pattern. That leads to the question: if both groups are dissatisfied with inflexible frameworks and complex tooling, why do they endure? The last challenge highlighted in the Miro survey might give us some insight.
Challenge three: Practitioners and leaders disagrees on how product development gets done
As detailed above, Agile practitioners and leaders of Agile teams and organizations agree that rigid frameworks and complex tooling make it difficult to embody the methodology’s core tenets of flexibility and responsiveness. But, across the board, leaders feel less strongly about these challenges.
And when we dive deeper into the data, the disconnect between those setting the strategy and those doing the work grows:
What’s more, 70% of practitioners say the way Agile is set up in their organization doesn’t make them feel empowered to make decisions or move quickly — which means, in turn, they don’t feel empowered to create the next big thing.
What now?
So, where do we go from here? Miro’s Chief Agile Evangelist, Dave Ross, shared the solutions that he’s seeing and hearing from organizations that are confronting — and conquering — these challenges:
React to rigidity with hybrid Agile
“We’re already seeing teams pivoting away from rigid frameworks and rolling their own approaches to Agile ways of working,” says Dave. They may take concepts or approaches from one framework, borrow and adapt concepts from another, and continue experimenting until they find the just right fit for their teams and circumstances.
Simplify tech stacks and streamline workflows with AI
“Tool consolidation to simplify the technology stack and streamline how teams plan and track their work is an ongoing trend,” Dave adds. This shift includes a focus on finding the “minimal viable bureaucracy” — a balance that empowers teams to work effectively without being bogged down by excessive administrative tasks.
AI is also playing a role in this transformation by alleviating tedious tasks and automating workflows, enabling teams to focus more on solving problems than on managing tools.
Empower self-organization and encourage transparency
“Leadership in larger enterprises has begun granting teams more autonomy to self-organize,” Dave notes, with only certain common practices required for teams that span programs or portfolios. These organizations are focused on simplifying complex command-and-control structures, while ensuring leadership retains visibility into progress and priorities. Their aim is no longer strict adherence to a single scaled approach but rather achieving clarity and alignment without unnecessary rigidity.
As Agile continues to evolve, practitioners and leaders are rethinking its potential impact — from the role of AI in simplifying workflows to the methodology’s expansion beyond software and technology. Our survey uncovers how these shifts are shaping Agile’s future and what they mean for organizations striving to bridge the gap between ideals and reality. Dive into the findings to explore the insights and predictions driving this transformation.
