What are agile methods?
Agile methods are iterative approaches such as Scrum, Kanban and design thinking based on the values of the Agile Manifest, so teams can respond flexibly to change and deliver value continuously.
DEFINITION
Agile methods describe a family of approaches that all build on the twelve principles and four values of the Agile Manifest (2001). Instead of rigid plans they emphasise iterative work, close collaboration with customers and fast responses to change. Well-known agile methods include Scrum, Kanban, Extreme Programming (XP) and design thinking. Scrum structures work into short timeboxes (sprints) with clear roles and events. Kanban visualises workflow and limits work in progress. Design thinking focuses on human-centred problem solving. Agile methods differ in detail but share a core: transparency, inspection and adaptation. You cannot pick agile methods like tools off a shelf—they need matching mindset, leadership behaviour and organisational framing. Rolling out ceremonies without changing the underlying stance produces so-called cargo-cult agile.
CONNECTIONS
Leadership
Agile methods fundamentally shift the leadership role. As a leader you enable self-organisation rather than merely delegating tasks. That demands a new understanding of control and trust.
Artificial intelligence
AI initiatives benefit from agile methods: short iterations allow fast feedback on model decisions, and Scrum-style structures help make complex AI development manageable.
Project management
Agile methods are an alternative to classical project management. Hybrid approaches combine agile flexibility with classical planning and suit projects with mixed requirements.
KEY POINTS
- All agile methods build on the values and principles of the Agile Manifest.
- Scrum, Kanban and design thinking are the most widely used methods.
- Agile methods require a matching mindset, not ceremonies alone.
- Hybrid approaches blend agile and classical ways of working.
- Cargo-cult agile appears when rituals are copied without the stance behind them.
EXAMPLE
An insurer wants to become more agile. It starts a pilot in one team: Scrum with two-week sprints, daily stand-ups and retrospectives. Another team keeps working in a classical way. After six months the Scrum team has delivered three times more and learned three times as much. Management decides to roll out Scrum gradually.
MISCONCEPTIONS
Are agile methods only for software development?
No. Agile methods are used today in HR, marketing, sales, education and public administration. The core—iterative work and close collaboration—works in many contexts.
Can I simply combine Scrum and Kanban?
You can combine elements, but you should know why you do what you do. Scrumban is a well-known hybrid. Without grasping the principles the mix is often inefficient.