Lots of organisations have been swept up in the fascination with agility, rushing to restructure their teams and transform how they work. My issue is not with the theory of agility.  Many organisations desperately need to change how they work, to reduce silos, and to be able to respond more directly to their customer needs.

My concern is with the language used to promote agility in businesses.  Advocates of agile thinking are undermining the very idea they seek to promote by spouting business jargon that often isn’t credible with employees, is seen as code for cutbacks and fails to explain the real employee benefits of agile working.