If you work in software development, you have likely heard of Agile or Scrum. You might have read an article about it, or heard someone talking about Agile at a conference, where you learned how great and empowering Agile is, and you come away sold. But when you go to work, either management has no interest in it, or they say they do it, but it just becomes "ceremonies" that only get in the way of doing your job. If you are wondering why Agile in the workplace never measures up to the promise offered by its proponents, you are not alone. Many people blame the failure of Agile on flawed implementations. But perhaps there is more wrong than just the way we implement it. To get at the root of this, we first need to understand why agile came about in the first place, which problems it attempts to solve, and which problems it doesn't.

Target audience is anyone who has worked in an "Agile" workplace.
This would be my first public delivery of this material, but it is based on an article I have written, which is based on my own experiences as well as research. I was also interviewed for and quoted in a Logic Magazine article on this subject.