I just read this interview article with Bob Martin and I have a few thoughts about it.
Uncle Bob is extremely code-focused and always has been in his career. This isn’t a criticism, far from it, but one must take that into account when reading his opinions on such matters. He is heavily involved in the Software Craftsmanship movement, which he sees as a follow-on to the Agile Manifesto itself.
Like any business practice, Agile has evolved and matured in directions the original 17 signatories never imagined . Others people beyond the original signatories have done a lot to further the principles into techniques like Scrum, Kanban, DevOps, etc. This is to be expected, imo, as something matures. Even Lean has evolved far beyond Demming’s orginal models.
Though the work of others in the field, we’ve learned that the original 4 values and 12 principles are applicable outside the context of software development. The primary direction it has evolved is toward frequent delivery with applied empiricism to use data in guiding decisions. We are beginning to do this quite well as an industry, imo. At GoDaddy, we are even using Agile practices to manage the work of our training team and that has been quite successful.
I would offer that his views are, of course, quite opinionated and one would likely hear different opinions from the other 16 original signatories. I would even call his views on Agile slightly dated.
In summary, Agile principles can indeed be applied to business practices within the right contexts and we’ve seen through evidence at other organizations (like Intuit, GE Medical, and others) that Agile practices can indeed scale. It’s not easy to do, of course, because scaling ANYTHING is difficult and more error prone than small scale efforts.
I respect and appreciate Bob Martin’s opinions, but in reading this particular interview I think they should be tempered with the evidence we have that shows Agile’s success beyond its original intent.