Enthusiastic agilists sometimes will declare that without agile methods, a company faces certain failure: they will not be able to keep up in the market and will fail to compete.
Yet, somehow, we find successful companies with either a very shallow type of agility or no agility whatsoever.
We find articles and blogs stating that the most successful businesses are not using agile methods.
We have to ask: to what other consideration does agility take a back seat?
How has the notion of agility been revised in the face of:

• Queuing systems and flow
• The Covid era and remote working
• Organizational design
• Management as an internal service (to people)
• "Continuous everything"

And, perhaps, if we find the right ordinal position for agility, how can it help to support the more crucial aspects or work? 

Learning Outcomes:

• When not to focus on delivery agility
• New ways of thinking about agility
• How your contemporaries are thinking about agility and business.