> let’s stop pretending Agile was some sort of cure all But we won't. That's why snake oil salesmen were so effective: we want to believe in the cure-all. No m

> let’s stop pretending Agile was some sort of cure all But we won't. That's why snake oil salesmen were so effective: we want to believe in the cure-all. No matter how often you chastise, people'll keep buying it, because they're aspirational. They want there to be greener grass on the other side, and they're willing to try anything to find it. The business doesn't actually care about Agile at all. It just has heard of the term and realized it has something to do with getting work done better. So leadership will say things like "We're an Agile organization now", not having the faintest idea what that means. A snake oil salesman doesn't need to know how snake oil works; he only needs to know what it promises, and how to sell it. You can have the perfect software development methodology and people will still do it wrong. But if everyone has the same goal in mind, is highly motivated, and is willing to cross aisles to work with other people to do the best job possible, a methodology will naturally arise. Self-motivating humans can get some crazy shit done. The best working organizations I've ever seen followed no methodology. They just did what was needed to keep a site running well and making money, and it was kind of wonderous.