Overview

Agile was meant to make organisations adaptive. Instead, it became something to defend. Over the last two decades, Agile transformed how software is built. It shortened feedback loops, challenged rigid planning, and restored learning to complex work. Then it escaped its natural boundaries. In End of Agile: Agile Drift and the Myth of Continuous Improvement, Omid Vahidi examines what happened when a method designed for exploratory software development was stretched into a universal operating model for entire organisations. Drawing on organisational theory, systems thinking, and real-world patterns observed across regulated enterprises and technology companies, this book introduces the concept of Agile Drift: the gradual divergence between Agile's original intent and its actual organisational impact when applied indiscriminately. Rather than offering another framework or calling for a return to the past, End of Agile dismantles the false choice between ""doing Agile"" and ""doing nothing."" It shows why Agile works powerfully in some contexts, quietly fails in others, and causes damage when treated as ideology rather than tool. This is not a manifesto. It is not anti-Agile. It is a precise, uncomfortable, and necessary reckoning. For leaders, engineers, and practitioners who sense that something went wrong after Agile ""succeeded,"" this book offers clarity, language, and a way forward that begins with judgment rather than dogma.

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