Stop Pretending and Start Performing: The Agile Mindset Gap

Why Most Companies are Agile in Name Only

Agile is everywhere. It’s in boardroom pitches, on job descriptions, and splashed across consulting decks. But for all its popularity, true agility remains rare. At Alacient, we’ve seen firsthand how organizations claim to be “agile” while clinging to legacy behaviors that sabotage the very outcomes they seek.

Agile as a Buzzword

Many companies adopt Agile in name only. They run standups, hold retrospectives, and maybe even use agile tools. But these ceremonies are often hollow—performed without purpose, disconnected from the principles that make Agile work. It’s not uncommon to see teams “waterfall their Agile,” layering Agile rituals on top of rigid, sequential delivery models. The result? A hybrid that inherits the worst of both worlds: slow feedback loops, poor adaptability, and frustrated teams.

Command and Control vs. Commander’s Intent

One of the most glaring failures is the inability to shift from “command and control” to “commander’s intent.” Agile demands decentralized decision-making, where teams are empowered to act based on shared goals rather than awaiting top-down directives. But in many organizations, leadership still micromanages, stifling innovation and responsiveness. Without trust and autonomy, agility is impossible.

The Missing Mindset

Agile isn’t a checklist—it’s a mindset. It’s about embracing uncertainty, prioritizing customer value, and continuously improving. Yet most transformations focus on tools and frameworks, not on changing how people think and work. They don’t sequence work economically, control WIP (work in progress), or swarm high-priority items. They fail to internalize the principles of flow, feedback, and learning.

As Alex Brown writes in Scrum.org4, “Many organisations mistake Agile for a set of practices rather than a comprehensive mindset shift.” Without this shift, Agile becomes performative—an illusion of progress that masks stagnation.

They Don’t Know They’re Failing

Perhaps the most dangerous aspect is that many organizations don’t even realize they’re doing it wrong. They measure success by velocity charts and burndown graphs, not by customer outcomes or team health. They celebrate delivery over discovery, output over impact.

At Alacient, we believe it’s time to stop pretending and start performing. Real agility requires courage, clarity, and commitment. It means letting go of control, embracing complexity, and trusting your teams to deliver. It’s not easy—but it’s worth it.