There's nothing wrong with the
original Agile Manifesto.


It succeeded beyond our wildest dreams. Closed to modification but open to extension, it's the beating heart of all Agile methods.

The original manifesto focuses on Agile teams, not organizations. As Agile organizations are composed entirely of these teams, they naturally apply the original values at all levels and to all business functions.

However the original principles of the manifesto don't apply to the organization of teams. Likewise the early Agile value of collective ownership, too extreme for the first manifesto, is now critical to Agile Organizations as decentralized ecosystems.

Agile Organization Values

We are uncovering better ways of organizing value streams by doing so and helping others do so. Through this work we have come to value:

Agile Organization Principles

Agile Organization is a pod of dolphins, not a dancing elephant. It doesn't scale Agile to the organization. It de-scales organization to Agile via:

  • eXponential return by stacking growth curves.
  •   Simple design to the elegance of minimum.
  •   Continuous optimization of throughput.
  •   Autonomous teams, self-managing streams.
  •   Learning: triple loop, breadth-first, set-based.
  •   Ecosystems thinking: whole-board & win-win.

Per the original Manifesto, we uphold these values and principles as closed to modification but open to extension. The XSCALE Manifesto isn't the last word in Agility. We regard it as the next.

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Agile Organization Benefits

What's the difference?

Agile teams help people self-organize efficiently.
Scaling adapts Agile to traditional management.
Agile Organization helps teams to self-manage:

  • Exponential Product Management aligns design, business and tech authorities breadth-first to optimize value stream throughput
  • De-scaling Patterns refactor hierarchy and balance the autonomy of teams against alignment to business drivers & constraints
  • Business Agility integrates throughput accounting, open book management and 3-way DevOps to radically accelerate learning flow & embrace, leverage and make change
  • Self-Organising Transformation generates new capability without compromise or confusion
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Exponential Transformation

An organization doesn't need a cadre of external consultants to become Agile

A team can't change faster than its most cautious members. So we don't change existing teams or programs, but join progressive individuals into an uncompromised new capability.

The first transatlantic cable began with a steel thread. That fed a machine wrapping threads around it to form a cable. Another wrapping cables around that, cables of cables, and so on.

So as your new capability matures, split it and have the next most progressive join. At every split, change recipients become change agents ...

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Become a Signatory

to the Manifesto for Agile Organization

I support the Agile Organization Manifesto!

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