From an initiative led by PMI and Agile Alliance, the Manifesto for Enterprise Agility establishes adaptability as the advantage organizations need to reinvent, respond to disruption, and create sustained value amid accelerating change. Unlock the values and principles that power enterprise-wide agility.
From an initiative led by PMI and Agile Alliance, the Manifesto for Enterprise Agility establishes adaptability as the advantage organizations need to reinvent, respond to disruption, and create sustained value amid accelerating change. Unlock the values and principles that power enterprise-wide agility.
Enterprise agility is the capacity to adapt at scale without losing coherence—to decide quickly, redirect resources deliberately, and keep strategy actionable under real-world pressure.
Agile enterprises build change readiness by sensing potential changes early, making necessary decisions quickly, and reallocating resources fluidly across all functions and levels. Sustainable growth is enabled through innovation, reconfiguration, and talent cultivation. These capabilities are strengthened by purpose-driven leadership and adaptive operating models that capitalize on opportunities to deliver value to customers.
When enterprise agility works, strategy turns into action without friction, teams act with autonomy and alignment, and the organization pivots faster than the market while sustaining growth.
Guiding with purpose and adjusting along the way outweighs over-planning and the illusion of control.
Prioritizing long-term goals and cross-enterprise collaboration outweighs optimizing for short-term, departmental KPIs
Boldly challenging established operating models and innovation outweighs structural inertia and preservation of the status quo.
Continuous learning, developing resilience, enabling autonomy, and leading with empathy and trust outweigh leading change by process only.
– Jim Highsmith
Agile Manifesto Co-author & Thought Leader
Clarity comes from a shared understanding. Agility is anchored in long-term purpose. When people know where they’re going and why, they can act faster with less supervision. Purpose unites teams when conditions change. By linking individual goals, incentives, and measurements to enterprise outcomes, teams co-create with a culture of shared ownership.
Agility extends beyond organizational boundaries. It includes partners, customers, suppliers, and regulators. The ecosystem defines the scope of the value creation process. It is not an external dependence. Moving beyond zero-sum competition, the ecosystem gives rise to win-win relationships based on cumulative learning, speed, and adaptability.
AI, data, and distributed talent are changing the way companies operate and compete, enabling faster processing of complex environmental signals and data-driven decision making. Technology used with purpose can remove old constraints, help people “level-up”, and enable value flow throughout the organization.
– Tameka Vasquez
Founder, The Future Quo
Clear principles and boundaries are defined to guide judgment and enable fast decisions, replacing approval structures with trust and shared accountability. Guardrails act as guiding principles and behavior norms that give the team the direction they need and spark creativity, allowing them to pivot successfully when things don’t go according to plan.
Funding decisions need to be informed real-time and dynamic. Not a yearly event. Investments are not static. We continuously pivot resources toward the most promising ideas, ensuring funding is aligned with our current strategic compass.
Classic efficiency-focused structures create rigid stability. Nimble operating models are designed to enable flexibility, modularity, and empowered teams. They enable rapid reconfiguration, faster decision cycles, and greater responsiveness. True agility requires the ability to move people and capital quickly toward what matters.
– Heidi Musser
Board Member, Orsa Credit Union
Push decision-making and give people accountability and authority where the work is being done. The appropriate level of hierarchy enables teams to make decisions without waiting for approval. This empowerment allows teams to become more responsive and nimbler over time. It also helps clarify the value of their contribution.
Value is delivered frequently enough to allow for feedback loops. The team learns what works, what doesn’t and what needs changing. Make progress, dependencies, and risk visible. Transparency replaces control and unlocks collaboration.
Invest in real-time sensing across customers, markets, technology, and risk. These signals help people understand change. Anchoring on these ground-truth facts, leaders and teams can shorten the distance between sensing a shift and executing a response. Evidence-based agility allows teams to react early and steadily to maximize value.
– Dave Grow
CEO, Lucid Software
The Manifesto for Enterprise Agility helps leaders build adaptability as a core capability to drive reinvention and sustained value in an era of constant change.
As business environments have evolved, operating in a full continuum of delivery practices that fit organizations’ needs has become table stakes. Recently, PMI & Agile Alliance joined forces to drive impact and the future evolution of the broader project management discipline together.
Enterprise Agility is the next step in our joint mission to deliver large-scale value by introducing agility beyond teams and projects to the entire organizational system, including leadership, operating models, execution governance, and culture.
We’re building on the PMI and Agile Alliance legacies by expanding the broader vision for the project profession, focusing on value creation regardless of method, and evolving from project- and product-level to continuous, enterprise-level value flow.
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