What are agile methods? – Definition
Agile methods are an umbrella term for work and management approaches based on the values and principles of the Agile Manifesto (2001). They prioritize individuals and interactions over processes and tools, working outcomes over comprehensive documentation, customer collaboration over contract negotiation, and responding to change over following a plan.
At its core, this is a paradigm shift: away from the illusion that everything can be planned in advance (waterfall model) and toward an iterative way of working that accepts uncertainty as the norm and enables rapid learning cycles.
For innovation management, agile methods are indispensable: by definition, innovation happens under uncertainty—precisely the domain for which agility was developed. Combined with Lean Startup and Design Thinking, agile methods form the methodological backbone of modern innovation processes.
The 4 values and 12 principles
The 4 values of the Agile Manifesto:
- Individuals and interactions over processes and tools
- Working outcomes over comprehensive documentation
- Customer collaboration over contract negotiation
- Responding to change over following a plan
These values are made concrete by 12 principles, including: highest priority for customer satisfaction, regular delivery of working outcomes, daily collaboration between domain experts and implementers, self-organizing teams, and regular reflection for continuous improvement.
An overview of the most important agile frameworks
| Framework | Focus | Suitable for |
|---|---|---|
| Scrum | Iterative development in sprints (1–4 weeks) | Product development, complex projects |
| Kanban | Flow optimization, visualization, WIP limits | Operational processes, service teams |
| Scrumban | Combination of Scrum and Kanban | Teams in transition, mixed work |
| SAFe | Scaled agility for large organizations | Corporations with multiple agile teams |
| Design Thinking | User-centered problem solving | Innovation, problem understanding |
| Lean Startup | Build-Measure-Learn, MVP validation | Business model innovation, startups |
Scrum: The most widely used agile framework
Scrum structures work into time-boxed iterations (sprints) and defines three roles, five events, and three artifacts:
Roles:
- Product Owner: Represents the customer and business perspective and prioritizes the Product Backlog
- Scrum Master: Coaches the team, removes impediments, and ensures adherence to the Scrum process
- Development Team: Cross-functional, self-organizing team (3–9 people) that delivers the work
Events: Sprint Planning → Daily Standup → Sprint Review → Sprint Retrospective – on a cadence of 1–4 weeks.
For innovation: Scrum is ideally suited for the implementation phase in the innovation process—after the problem has been understood with Design Thinking and Lean Startup has validated product–market fit.
Kanban: Continuous flow instead of sprints
Kanban (Japanese: signal card) optimizes workflow through four core practices:
- Visualization: Make all tasks visible on a Kanban board (To Do → In Progress → Done)
- WIP limits: Limit the number of concurrent tasks—focus instead of multitasking
- Flow management: Identify and remove bottlenecks, optimize lead time
- Continuous improvement: Regularly analyze and adapt the system
Kanban is often the easiest entry point into agile ways of working—especially for teams that do not want to fully switch to Scrum. Ideal for idea management and innovation pipeline management.
Benefits of agile methods
- Faster time-to-market: Iterative delivery gets outcomes to market faster
- Higher quality: Regular feedback and testing reduce errors
- Greater adaptability: Market changes can be addressed in real time
- Higher customer satisfaction: Close customer involvement in the development process
- More motivated teams: Self-organization and autonomy increase engagement
- Transparency: Progress is visible to everyone, and issues are identified early
- Risk reduction: Early validation quickly reveals missteps—a core principle of Lean Startup
Agile methods for Austrian SMEs
SMEs are often “unconsciously agile”—short paths, fast decisions, direct customer communication. Deliberate agility makes these strengths systematically usable:
Getting started recommendations for SMEs:
- Introduce a Kanban board: Start with a simple Kanban board (physical or digital with Trello/Miro) for your most important team or project
- Establish a daily standup: A 15-minute daily check-in: What did I do? What am I doing today? Where do I need help?
- Introduce retrospectives: Every 2 weeks, 30 minutes: What went well? What can we improve? Agree on concrete improvement actions
- Work iteratively: Break large projects into 2-week cycles, review outcomes at the end of each cycle, and adjust priorities
Avoid the mistake of forcing a complete Scrum framework—with all roles and artifacts—onto a 10-person company. Agility is a mindset, not a rulebook—use what fits and adapt what does not work.
Innovation coaching and innovation consulting can support the introduction of agile ways of working and help avoid typical beginner mistakes. Change management also plays a role: agile ways of working often require a shift in leadership thinking.
Work agile – accelerate innovation
We help you introduce agile methods in a practical way—tailored to your company size, industry, and culture. No dogma—just what works.
Frequently asked questions about agile methods
Are agile methods only suitable for software companies?
No. Agile methods are now used in almost all industries—from automotive and healthcare to marketing. The core principles (iterative work, customer feedback, self-organization) are universal. However, the specific framework must be adapted to the context: Scrum in its pure form is better suited to knowledge work, while Kanban also works extremely well in operational areas such as manufacturing or service.
Does agile work without an agile corporate culture?
In the short term, yes; in the long term, no. Agile methods can also be introduced at team level in traditional organizations—often delivering quick improvements. But without the right culture (trust, tolerance for mistakes, openness), agility reaches its limits: for example, when decisions are still made hierarchically or mistakes are punished instead of seen as learning opportunities. Sustainable agility requires cultural change.
What is the difference between agile and Scrum?
Agile is the overarching mindset and value base—defined by the Agile Manifesto. Scrum is a specific framework that translates these values into a concrete way of working (sprints, roles, events). You can work agile without using Scrum (e.g., with Kanban). Conversely, you can perform Scrum rituals without truly being agile—if the mindset is missing.
How do I measure the success of agile ways of working?
Proven metrics include: lead time (from idea to completion), cycle time (active processing time), velocity (amount of work per sprint in Scrum), customer satisfaction (e.g., NPS after deliveries), team satisfaction (regular retrospectives), and delivery reliability (are commitments met?). Avoid optimizing for speed alone—quality and sustainability are just as important.