When is Agile worth the Overhead?

You can think of it as a two by two chart with an axis for type of work (routine/operational vs innovative/developmental) and the other for level of collaboration needed (individual vs collaborative, sometimes cross-functionally)

Developing new products and getting to product-market fit is an easy example. There’s plenty of risk and uncertainty combined with the need for collaboration across product management, development, and often go-to-market functions.

This is why working in an agile manner is a given for new product development. Including GTM in the loop is less of a given, but it should not be.

And why more and more leaders and organizations are leveraging agile/agility patterns for other cross-functional developmental/innovative work. 

Developing capabilities that grow/transform the organization often land in this quadrant as well - think of it as Developing the organization like a product.

A trendy current example, circa 2025 at least, is figuring out how GenAI capabilities can help the organization scale.

GenAI could also help reduce the collaboration needed and enable smaller, faster teams to cover a wider area of skills/responsibilities. 

There’s almost no need for feedback, so iterative approaches don’t make much sense. 

Managing flow can be helpful in avoiding overload, improving focus, etc. 

This is where techniques such as Getting Things Done (GTD), Personal Kanban, and Pomodoro can be helpful.

This work is also where automation can make a big impact: it can help the same group of people get more work done, which is useful when trying to improve margins as you scale. The developmental work from the top right quadrant often aims to improve this work. 

AI Agents can help take over work that requires monitoring/reacting and only involve humans when needed, which fits well here. For example, it could automate some of the SDR work (enriching incoming leads and drafting personalized nurture sequences) or help recruiters nurture candidates in a thoughtful yet compliant manner. 

Most organizations want multiple people to interview a candidate and exchange notes as part of the talent acquisition process. Still, a hiring committee does not necessarily address a complex problem (but sometimes it does! e.g., when working on a new type of role, shifting needs, etc.).

Visualizing and managing flow can be useful here as well. Techniques like a Kanban board for the entire “value stream” (e.g. candidate journey) are worth considering. 

Automation and AI can also be helpful here, e.g., by consolidating hiring committee notes and suggesting key points for a live conversation. 

Although the work is routine, it is still helpful to improve it. So some debrief/retrospection on a cadence or at the end of a certain batch of work can be helpful. You can think of this aspect as a bridge between the routine operational work and “developing the organization like a product” work. 

Beyond flow, the concepts of outcome orientation and empiricism are useful here. Even if no team/collaboration is needed, it still makes sense to derisk through experimentation and maintain optionality through focus on outcomes.

Individuals should still consider navigating the truth curve: looking for the cheapest way to learn and steer before committing too much time to a bet. 

Here’s the thing. Applying a cookie-cutter approach to everything might seem more straightforward and consistent, but it creates two significant issues:

1. If it’s not a good fit, it will require much more energy to get going. It will be an uphill battle, and it is often the start of a reinforcing downward spiral of the whole approach. 

2. Even if it can be a good fit, forcing people to use it removes their choice. People don’t resist change; they resist being changed. 

In my experience, aligning on the intent, exploring the context variables that affect relevance, and finally giving people the choice when/where to apply a new technique/approach creates dramatically different results. 

1. What’s one area in your organization where you should STOP leveraging agile ways of working? 

2. What’s one area where you can leverage more agile ways of working, that you haven’t thought of until now? 

3. What’s one small thing you can do to give people more choice in approaching agile in your organization?

Moving from agile theater to real business agility takes more than a framework. Explore Business Agility advisory or let’s talk.