This is our upgrade to the Agile Manifesto

An interesting discussion is raging on LinkedIn: is Agile dead or is it still alive? As far as I am concerned, this discussion is mainly about the word Agile itself. After all, the word has generated resistance over the years and has sometimes proven to be nothing more than an empty promise. So let me put aside my pride: the word Agile could certainly use a resuscitation. But the idea behind Agile – agile – is already more alive than ever. At least, if we update the Agile Manifesto substantially. That’s why, in this blog, I share our 4 upgrades to the Agile Manifesto.

Agile is a hype word. If that’s shooting through your head more and more, I can certainly understand you. Still, I ask you this question: do you know companies that have something against agility? And do you know organizations that prefer not to respond quickly to changing needs and new opportunities? Exactly, then it usually stays quiet. Agility is simply a no-brainer. Whether you call it Agile, entrepreneurship or just common sense. Whatever title you give it, it means, in any case, that you have to maintain an agile approach to the way you work yourself.

The Manifesto: revolutionary in 2001

Remember the four values of the Agile Manifesto early in the millennium?

Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan

In 2001, when the Manifesto was created, these 4 values were groundbreaking. They provided an answer to the challenges many organizations were struggling with at the time. But hey: that was more than 20 years ago. Correct, 20 years ago!

The world has changed

While the foundation of the Manifesto is still valuable, we at Scrum Academy find that many organizations struggle to recognize it in their current practices. What named current problems in 2001 is now irrelevant in some ways. After all, who writes thick, dusty plans these days? Who doesn’t work intensively with customers and partners? The problem lies less and less in the values of then, and more and more in the challenges of now. Agile working anno 2025 requires fresh eyes and good dialogue. So let’s have a conversation about our 4 values that we have upgraded under this image.

agile working incompany training scrum academy

The impetus for a new Agile Manifesto

At Scrum Academy, we think it’s time for an upgrade to the Agile Manifesto. Not because the old Manifesto is wrong, but because organizations and professionals need new guidance. Together with colleagues, we created this first version.

Agility Manifesto

In a world of rapid complexity, change and opportunity, we focus on discovering better ways to deliver value, drive innovation and make impact. In doing so, we prioritize:

Human-centered experiences, while providing functional solutions that address real needs.
Exceptional customer satisfaction while realizing shared value for all stakeholders.
Sustainable long-term results without compromising rapid progress.
Transparent collaboration, supported by tools and processes that improve efficiency and alignment.

The items on the right remain important, but we focus on what really adds value and makes an impact. As with the original Manifesto, it’s not about either/or, but and/and. Both sides are important, but the focus is on what really adds value and makes impact.

Human-centered experiences while providing functional solutions that address real needs

Coming up with solutions (often internally focused) succeeds most companies. But adding real value that exceeds expectations is often another story. That real value only occurs when solutions are not only functional, but also contribute to a positive, human-centered experience. This requires deep understanding of users, empathy in the design process and ongoing validation of real needs. Here lies the key to meaningful innovation as well as great potential for improvement.

Exceptional customer satisfaction while realizing shared value for all stakeholders

Creating value for stakeholders (such as shareholders, suppliers and employees) is essential, but not at the expense of exceptional customer satisfaction. We argue that customer satisfaction must be prioritized and is the foundation upon which other value is built. Balancing all interests and putting customers first creates an ecosystem where shared value not only provides financial returns, but also enables sustainable relationships and growth.

Sustainable long-term results without compromising rapid progress

Sometimes we seem to get a little bogged down in short-term solutions and fail to see beyond the horizon. In a world where short-term results often dominate, it is essential to look beyond those few months as well. This means working with a clear long-term vision, breaking down the steps toward that larger goal into achievable short-term goals. This approach allows for rapid iterations, but always with the bigger picture in mind. Only in this way do we achieve sustainable results without compromising the agility needed for immediate progress.

Transparent collaboration supported by tools and processes that improve efficiency and alignment

Effective collaboration occurs when teams communicate openly and pursue common goals, free from hidden agendas and political games. Thus, transparency is simply indispensable and can be enhanced by smart tools and streamlined processes that increase efficiency and facilitate alignment. This creates an environment in which trust can flourish and the full potential of people and teams is harnessed. Which in turn naturally leads to better results and stronger relationships.

Together to the next level

Of course, as experienced Agilists with our feet in the clay, we also know that this version is not perfect. Not complete. There are still steps to take, for example in explicitly emphasizing internal cooperation. So see this primarily as a starting point for a new dialogue.

That’s why I’d like to hear from you: what appeals to you? What is still missing? Send me a personal message, and we’ll start the conversation. Everything, so that ultimately, with all the professionals together, we develop a Manifesto that not only keeps organizations relevant, but also increases work happiness. Because ultimately, that’s what we’re doing it for.