> Is there an example of a company that has implemented the philosophy in the Agile Manifesto in a way that actually meets the needs of developers and managers?

> Is there an example of a company that has implemented the philosophy in the Agile Manifesto in a way that actually meets the needs of developers and managers? I work for Pivotal, so I'm going with "yes". > It doesn't scale to team sizes beyond the point where "individuals and interactions" can drive progress It says "over processes and tools", not "strictly instead of". If anything, good tooling lifts a lot of overhead out of the way so you can go back to individuals and interactions. Of course, scaling this stuff is hard hard hard. But that doesn't make agile irrelevant, it just means you need to keep thinking and rethinking what you're doing. > it addresses developer needs but does not sufficiently address the requirements of the rest of the organization, including management. Developers gotta develop, but the rest of the business needs things like measurements, reports, status, ETA, sometimes proposals, change requests, etc. Evolved XP+Lean is pretty much where Pivotal starts from. Engineers asking product and design questions is taken as status quo. Sure, it's hard, but it's not about "agile can't scale". We've scaled it and doing so is painful and difficult. But any organisation passing the Dunbar limit is hard to keep on track. The classic methods work, we're surrounded by their fruits. But we're also surrounded by their waste. It's always worth questioning yourself and why you do a thing.