In many companies these days, "Agile" is a dirty word. Calling yourself agile no longer opens doors the way it used to. Hearing people describe their teams as "agile" no longer tells you much at all about how those teams work. Jobs and whole organizations with "agile" in their titles have been downsized out of existence. Still, thriving with agility is still possible. One way to do it is to lean into the goodness that is XP, even if maybe you don't use that term.

Over a decade ago, I helped to establish a team within a very large US retailer. At the time it was part of an Agile Transformation effort. Fourteen years and several re-orgs later, that company and its IT world have changed dramatically. This team and its apps have remained. Multiple transformations have begun and concluded. Many systems have been retired, rebuilt, and in some cases retired again.

In contrast, this team's apps persist, adapting over time rather than growing brittle and being replaced. Both the code and the team have largely turned over from the early days. Yet it is still the same apps and the same team, recognizable. How do they do it? Not by shouting "we're Agile!" They *do* lean into the values and practices of XP, even if they don't always say so out loud.  If you will come, I will tell you the story of this team and its "everlasting" applications. I will trace some of the big shifts and adaptations, and will describe how the team continues to thrive in this "post-Agile" era.