Anyone who's worked with me IRL know thats I'm smitten with Toyota Production System by it's surrogates Lean Product Development and [Scrum](https://en.wikipedia.org/wiki/Scrum_(software_development).
They would also know that I believe in Amazon's Leadership Principles, "Are Right, A Lot" being apropos:
They seek diverse perspectives and work to disconfirm their beliefs.
A post on Andrew Clay Shafer's blog pointedly asks:
So you decided you want to be Agile, what now? First ask why? [...] Have you read the critiques?
I already have my reasons for wanting to do it. But I didn't have any reasons not to do it.
Shafer shares a link to Agile Methods and Other Fairy Tales by David Longstreet. I think it's important that our ideas are challenged whenever possible. Particularly, if it's presented in a civil manner, and sufficiently thought out. It's my belief that you'll drop an naive belief, incrementally improve a nascent belief, or prove to yourself that your belief is worthing having. If your point is indefensible, maybe you shouldn't hold on to it.
In the piece, Longstreet makes decent points, but he describes an Agile straw man I'm not familiar with; It's a methodology that belittles customer experience and involvement, and replaces data-driven decision making with shamanism and soothsaying.
It's Aristotle all the way down.
I have the luxury/disadvantage of being late to the game, and everything I know of Agile is influenced by Scrum, in which everything I know about Scrum is influenced by Lean, in which everything I know about Lean is influenced by TPS; ad turtures infinitum.