Can Agile Truly Work Beyond Software Teams

[Jason U]

I’m curious about how teams outside of software development — such as R&D, manufacturing, or operations — experience Agile or Scrum in practice.

In theory, frameworks like Scrum are designed to improve visibility and adaptability across all types of work.
However, when the workflow isn’t fully digital, applying these principles effectively becomes quite challenging.

Beyond Agile or Scrum itself, I also think it’s worth discussing how these frameworks intersect with business development, process management, product, and project domains.

Scrum was born in software, yes — but today, it seems to shine a light on nearly every discipline.
Still, the real question is: does it truly work everywhere, or does it only look good on paper in some contexts?

I’d love to hear your thoughts, experiences, and especially any challenges you’ve faced when trying to bring Agile transformation into non-software teams.

[Nigel Budd]

I agree that Scrum works really well for a dev team, the concept of a product being iteratively developed, receiving regular feedback is what it's designed for.  I've had very positive experiences of all kinds of non-development teams adopting Kanban/Scrum approaches to manage work as well.  
Practices like measuring flow, and sizing items so they flow efficiently are important, practices such as planning, retrospectives, refining, stand-ups can be beneficial for any team, the Sprint Review can be problemative, and often is dropped because it's not so valuable.

Marketing, Ops teams can use Scrum very effectively, especially when there is a need to align to a product team cadence, or simply because it gives them an interval where the work they have planned can be executed without too much interruption.  Kanban teams are often formed where the planning range is quite short, or the team is subject to interruptions.

I don't think Agile is for everyone though, for a traditional project approach where there is a high level of certainty of the results, then a waterfall approach is far superior, but where there is uncertanty and close customer collaboration is needed then Agile wins every time.

[Jason U]

That’s a really good point — I also believe Agile doesn’t fit everywhere.
But there’s nothing stopping us from taking the most useful parts of it and creating our own hybrid model.

For example, in my current organization, I plan like Waterfall but execute like Agile — and it works surprisingly well.

[Sunny Ape]

That’s an excellent and nuanced question — and one that many organizations wrestle with when trying to “go Agile” beyond software.

Let’s unpack it in parts:

1. Agile’s Core: Principles vs. Practices

Agile is not just Scrum boards and sprints — those are implementations of a philosophy.
The Agile Manifesto emphasizes:

1. Individuals and interactions over processes and tools
2. Working (or tangible) results over comprehensive documentation
3. Customer collaboration over contract negotiation
4. Responding to change over following a plan

These values are conceptually universal — any team that creates, tests, and iterates on something can benefit from them. The trouble starts when organizations apply the practices mechanically without adapting them to context.

2. How Non-Software Teams Experience Agile in Practice

Let’s look at a few domains you mentioned:

a. R&D (Research and Development)

• What works well: Iterative exploration, cross-functional collaboration, early validation of hypotheses.
• What’s hard: R&D timelines are often uncertain — “done” is unclear, and experiments can fail without visible progress.
• Adaptations: Kanban-style visibility boards, hypothesis tracking instead of user stories, “learning milestones” instead of increments.

Example: A pharmaceutical R&D team might use Agile boards to visualize experiments and prioritize trials, but “releasing” a molecule every sprint isn’t feasible. Instead, they iterate on research directions.

b. Manufacturing

• What works well: Continuous improvement, visual workflow management (e.g., Lean origins of Kanban), quick feedback loops on defects or process bottlenecks.
• What’s hard: Physical production lines can’t pivot as fast as software can — hardware changeovers are costly.
• Adaptations: Agile is often merged with Lean and Six Sigma — focusing on reducing waste and optimizing flow rather than “sprints.”

Example: A factory might use daily stand-ups to address safety or efficiency issues and small “improvement backlogs” to test process tweaks weekly.

c. Operations or Business Functions

• What works well: Transparency, faster feedback from stakeholders, adaptability in planning.
• What’s hard: Work often isn’t “incremental” — operations teams maintain continuity rather than build new things.
• Adaptations: Use of Kanban or Agile portfolio management rather than strict Scrum. Focus on prioritization and cycle time instead of story points.

Example: A finance operations team might visualize recurring tasks and use WIP limits to reduce overload, rather than run sprints.

3. The Intersection with Other Domains

Domain vs How Agile Intersects

1. Business Development - Customer feedback and market signals inform prioritization; Agile helps teams pivot toward high-value opportunities.
2. Process Management - Continuous improvement (Kaizen) fits naturally with Agile retrospectives and experimentation.
3. Product Management - Agile gives product managers real-time insight into delivery capacity and customer feedback loops.
4. Project Management - Agile reframes projects as evolving products — less “plan once and execute,” more “deliver iteratively and learn.”

However, these intersections only work when leadership accepts adaptive planning and value-driven delivery, not when Agile is used as a buzzword to demand “faster results.”

4. When Agile Doesn’t Work (Yet)

Agile fails to live up to its promise when:

1. The work can’t be easily broken into small, valuable increments (e.g., regulatory approvals, construction phases).
2. The organization’s culture resists decentralization or uncertainty.
3. Leadership treats Agile as a project management method, not a mindset.
4. Metrics (velocity, burn-down charts) are misused to control instead of learn.

In these cases, Agile “looks good on paper” but doesn’t feel authentic in practice.

5. A More Realistic View: “Agility” over “Agile”

The takeaway many mature organizations arrive at is this... Agile doesn’t always work everywhere, but agility does. That means:

1. Short feedback loops, whatever form they take
2. Transparency of work and priorities
3. Empowered teams that can act on insights
4. Iterative improvement in processes

You don’t need Scrum ceremonies to achieve that.

Agile frameworks are templates for adaptability, not dogmas.

[Tenille _ Easy Agile]

I’m seeing a lot more marketing teams adopting elements of Agile lately; not necessarily running full Scrum, but picking up the parts that make sense for them (which is kind of what agile is about, isn't it?).

I don’t think the non-digital nature of work is what limits adoption. What I have found getting in the way is reliance on external providers — agencies, freelancers, production partners — where timelines and priorities don’t always sync up. The work can't be contained within the team or managed via cross-team planning.  

I've been experimenting with breaking campaign planning into what an MVP looks like and then iterating from there. Smaller, testable pieces that build toward the full campaign. It’s not textbook Scrum, but it captures the same spirit of learning and adapting as you go.

[Jason U]

You’re absolutely right. The whole reason I wrote this post was to hear experiences like yours from different domains.

I work in an R&D team where we build projects that combine software, hardware, and mechanics. We can’t apply Scrum across every team, but we try to find intersections between different models and build our own version of agility.

It’s really encouraging to see these kinds of variations taking shape — they show that agility can adapt to almost any environment.