The End of Agile

I knew the end of Agile was coming when we started using hockey sticks.

From Slashdot I found my way to a good essay on The End of Agile by Kurt Cagle in Forbes.

The Agile Manifesto, like most such screeds, started out as a really good idea. The core principle was simple – you didn’t really need large groups of people working on software projects to get them done. If anything, beyond a certain point extra people just added to the communication impedance and slowed a project down. Many open source projects that did really cool things were done by small development teams of between a couple and twelve people, with the ideal size being about seven.

Cagle points out that certain types of enterprise projects don’t lend themselves to agile development. In a follow up article he provides links to rebuttals and supporting articles including one on Agile and Toxic Masculinity (it turns out there are a lot of sporting/speed talk in agile.) He proposes the Studio model as an alternative and this model is based on how creative works like movies and games get made. There is an emphasis on creative direction and vision.

I wonder how this critique of agile could be adapted to critique agile-inspired management techniques?