Agile is immiscible with flow. Agile destroys flow. That's why I don't like agile.

Flow is a state of mind, while Agile is a set of practices that help manage modern knowledge-intensive and creative companies. Simply talented creative people have to be managed differently. There is no conflict or antagonism.

That paragraph under Definition of Agile Enterprise is one of the mosst incoherent pieces og biz-buzz I have ever read. It might as well be Sumerian. "Intrinsically motivated, empowered," that sounds like postmodernism.

If my definition does not appeal to you, I apologize, I just do not know to express it better. But this is what I do when I perform the agile transformation. I am against misusing and corporatization of Agile. Techniques were invented to terminate the bureaucracy and reshape the organizations as we know them now. People complain about how Agile is dead or does not work, not realizing they just deboned the agility from their agile-based work. Many people just fear taking accountability or stepping out of the crowd. Building and running an agile organization is a very different endeavor, and indeed unimaginable for many people. It is not about shareholders anymore, but it is about bringing the inner good of everyone in the organization to the table, all departments and functions. Agile is not software development only.