Remember when Scrum solved all of your team’s problems? At the first sign of trouble, you just went back to the Scrum Guide and found all the answers inside. And remember when a company needed to scale: it was just a matter of applying SAFe, Nexus, or something similar, and everything was solved? Yeah, neither do I.
The truth is, we never had a one-size-fits-all framework. Over the years, this has become even more painfully evident. It’s practically impossible to apply any framework fully by the book, sometimes because the organisation’s structure won’t allow it, sometimes because the work itself doesn’t fit, or even because the team’s unique culture and dynamics resist rigid prescriptions.
That’s why, together with three other Agile practitioners, I dove into the topic “The Future of Frameworks” — one of several wicked problems presented at the Agile Alliance’s “Reimagining Agility: Shape the Future of Agile” workshop hosted at Nike EHQ in Hilversum, NL on 12 December 2025. (See more about Reimaging Agility here.)
Why this topic?
Frameworks give structure, help kick off and guide teams, and shed light on sensitive topics. But after so many changes in technology, companies, and the world, are they still the way to go in their current form?
The challenge: adapt them, abandon them, or replace them with something more flexible for the future.
It’s a wicked problem because it hurts. Companies have poured millions into training, certifications, tools, and even new roles — all sold as the magic silver bullet to solve their organisational woes overnight and turbocharge delivery.
Yet the core problems linger unsolved, leaving little beyond superficial compliance and dashed hopes for that promised transformation.
There’s emotional attachment, too. Frameworks that kick-started new ways of working became part of the companies’ identity. “We do SAFe.” Change? No way!”
But what does the future (or indeed the present) demand?
Questions that ignited the debate
In our group, thought‑provoking questions emerged:
- What is the real role of frameworks today, and what will it be in the future?
- Waterfall vs. Frameworks, or Waterfall + Frameworks?
- Will certified professionals really be necessary or make a difference?
- Follow the framework strictly, or adapt it to each team’s reality?
There were no easy answers – it truly was a wicked problem!
Heated discussion that converged
The discussion was challenging because we were all very attached to our lived experiences, which made it harder to think “outside the box” and re-imagine things — which was the goal of the event after all!
We debated (a lot) about the use of frameworks: up to what point do they help, and when do they start to get in the way?
The conversation shifted to whether teams are truly Agile or still need someone (coach/Scrum Master/Manager) guiding them on how to work.
I’ve noticed that many people believe they know Agile inside out. They’ve practised it so often that it feels automatic. However, others in the group countered, “They think they know it, but for some reason they don’t actually do it right — that’s where the coach adds real value.”
Despite heated discussions, we finally converged: the way we use frameworks today is not the same as it was before, and it certainly won’t be the same as how we will use them in the future. They are a great starting point for new teams seeking their own path, or a set of guidelines for more mature teams. But always consider the context, the current way of working, and more. Never impose them.
Takeaways: four counterpoints to revolutionise how you use frameworks
We concluded our discussion with four bold counterpoints. A flip of the status quo to revolutionise how we use (or evolve) frameworks:
1. Guidelines OVER Frameworks
The focus should be on guidelines rather than strict rules. Past experiences and knowledge can and should be used, but without becoming a limitation. Use them as a baseline, not as the rulebook that cannot be changed.
2. Pragmatic Solutions OVER Dogma
Focus on pragmatic solutions: in the pure sense of the word, value what works in practise. This is directly connected to the empiricism of agility, not clinging to dogmas or beliefs. No more “just because it is in the book,” “it has always been like this,” or “it is a framework rule.”
Test, measure, adapt – pure Agile.
3. Co‑Creation OVER Enforcement
As Agilists, prioritise co‑creating ways of working together with the team. There is no framework that fits everyone perfectly. It is necessary to work together and reach an ideal way of working for each team. Enforcement? No way!
4. Evolution OVER Stagnation
We live in a rapidly changing world: work environments, companies, and tools are changing all the time. If everything else evolves, why should frameworks not evolve as well? Incorporate these new aspects and variables; do not stay stagnant. Frameworks have been useful, and still are useful in part, but they need to evolve. When frameworks stop evolving, they move from enabling agility to actively limiting it.
These are not just gimmicky catchphrases — they are the essence of the four hours of discussion together.
Edge of chaos: the remodeled future of frameworks
Frameworks were an essential reference point, but today teams are crying out for tailor‑made models for their unique chaos.
Will frameworks die? That does not seem likely. They are still useful in certain ecosystems, but they call for remodelling and evolution to embrace today’s chaotic environment.
Our debate shed light on this: we came out seeing a future where frameworks will go through (or are already going through) an edge of chaos, a transition zone with controlled disorder until stability reemerges, birthing fresh frameworks, revamped old ones, or even a future without them altogether.
Time for action: My four commitments
For now, as Agilists, our mission is to create environments where experimentation is free, adaptation is fast, and evolution happens without collapse, constantly seeking better ways of working that are tailored to each team. I’ve decided to walk the talk.
Some of these actions I’m already doing in my teams; others I’m adding right now to shake off stagnation. Here’s what I commit to:
- Question every single meeting with my teams: Does it make sense? Is it serving a purpose, or are we doing it just because the framework says so? And I’ll be bold to change it — cancel, shorten, or reinvent.
- I will experiment with practises from different areas, methodologies, books, and even frameworks, but always in my context. I’ll see how they serve my purpose, ditching dogma for what actually works.
- I will meet my team where they are: observe their real struggles and co-create a coaching backlog together, tackling issues with agile practises that fit, nothing enforced or imposed.
- I will gather insights from experiments and tweak them to fit my reality. Nothing stagnates — always evolving how we work.
There you have it — my four commitments to put guidelines first and keep agility alive.
What about you? What’s your bold move? What actions will you take to ensure your and your team’s success isn’t tied to implementing a framework?
Share it in the comments. Let’s co-create the future of frameworks together — tag a teammate who needs this nudge!
