What is agile and why I am doing that?

What is Agile and Why I Am Doing That

In a business world that never slows down, the ability to adapt quickly has become not just a competitive advantage—but a necessity. Opportunities appear and vanish in a blink. Threats emerge unexpectedly. Customers are more conscious, more demanding, and less forgiving. In this dynamic environment, the pressure to act fast, stay aligned, and continuously deliver value is greater than ever.

So how do organizations respond?

Agile is not a buzzword—it's a structured response to complexity.

Agile is an organized, empirical, and customer-centric approach to managing projects, teams, and even entire organizations. It decentralizes decision-making, empowers cross-functional teams, and embraces continuous improvement through rapid feedback and iteration.

It’s not about doing more. It’s about doing what matters, better—and together.

Why am I doing this?

My name is Norbert Snopek. I’m a certified Agile consultant with hands-on experience as a Scrum Master, Kanban Consultant, Agile Coach, and SAFe Consultant. Over the years, I’ve worked with both mid-sized businesses and global corporations, and I’ve seen the difference a thoughtful, structured Agile transformation can make.

But I’ve also seen why many of them fail.

I created this space to share not only what Agile is—but how it works in real life. With clarity. With intention. And with honesty.

[TOP15] Most Common Reasons Agile Transformations Fail

In my upcoming blog series, I’ll unpack the most common (and costly) reasons why Agile transformations miss the mark. Here's a preview:

1. Lack of executive engagement

2. No time for proper onboarding or foundational training

3. Skipping retrospectives and failing to reflect on what and why change is needed

4. Forcing Agile without addressing past organizational dysfunction

5. Lack of transparency between leadership intent and company-wide communication

6. Ignoring employee feedback when defining success or even the reason for transformation

7. No shared definition of success—how will we know it worked?

8. Inexperienced change agents without end-to-end transformation experience

9. No guiding coalition at the start

10. Strategic priorities that constantly shift

11. No unified vision

12. No vision at all

13. Agile coaches who act more like Ents from Lord of the Rings—long talks, no outcomes

14. A culture that tolerates disengagement and resistance to change

15. No time or focus to measure progress—just reactive, scattered efforts

    
    

If any of this sounds familiar—it’s because it is. And if you’re serious about making Agile actually work, not just on paper, but in practice—then this blog is for you.

What's next?

In the coming posts, I’ll dive deep into each of these challenges, share real-life examples, practical advice, and simple tools that can help avoid these common pitfalls.

Because Agile isn’t magic—it’s a mindset supported by structure.

Let’s explore it together.