A common understanding of enterprise agility these days leads to horizontal transformations: applying Agile concepts in orange environments, to achieve orange goals. The mandate of "top teams" still anchors them in the orange frame of maximizing Return of Invested Capital and as such limits opportunities to use Agile as it was designed. That dichotomy builds even more friction into the system, dis-empowering employees even more. This is why we observe so much of "fake" agility, a.k.a. The Cargo Cult, and this is why companies "cannot realize the value of agile transformations" as I heard multiple times. To achieve a sustainable change the goals of Agile transformations need to be rooted in the green or teal perspective.
I think this short video will inevitably become what the Kniberg's "Spotify engineering culture" became in 2010s - a cornerstone for popularizing the concept of vertical evolution of the world. Thank you Peter Green!
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