Stop Chasing Agile

Jeremy Berriault

• Publisher: J. Ross Publishing
• Year: 2026
• Edition: 1
• eBook ISBN:
  9781604278729
• Topic: Business
• Subtopic: Project Management
• Index: Business

In a world obsessed with Agile project management frameworks and certifications, Stop Chasing Agile cuts through the noise to reveal a simple truth: agility isn' t something you install; it' s how you behave. If your organization is stuck in endless ceremonies, dashboards, and transformation fatigue without real results, this book shows you why. With a sharp, honest voice, it challenges the industry' s biggest myths and exposes how process has become a substitute for progress. More importantly, it offers a clear path back to what actually works.
Grounded in real-world experience and decades of research on leadership, systems, and human behavior, this book shifts the focus from process to people, where real change happens. You' ll learn how to improve decision making, create clarity in chaos, and build teams that adapt without burning out. This isn' t another how-to Agile guide or framework manual. It' s a practical lens for seeing what' s getting in your way and fixing it. If you' re ready to stop performing agility and start delivering real results, Stop Chasing Agile will change how you lead, think, and work.

Table of contents

• Cover
• Title Page
• Copyright Page
• Dedication
• Contents
• Acknowledgments
• Introduction
• How to Read This Book (Depending on Your Role)
• About the Author
• WAV Page
• Chapter 1: The Agile Graveyard
• Chapter 2: The Framework Fiasco
• Chapter 3: Influencers, Gurus, and Snake Oil
• Chapter 4: Buzzwords and Word Games
• Chapter 5: Behavior First: The Heart of Real Change
• Chapter 6: Team Well-being Over Everything
• Chapter 7: Leadership Lessons (the Hard Way)
• Chapter 8: Jiu-Jitsu, Puzzles, and the Art of Adaptation
• Chapter 9: Real-World Wins (and Fails)
• Chapter 10: Continuous Improvement (Not Continuous Chaos)
• Chapter 11: The Cost of Chasing Trends
• Chapter 12: The Future of Agility (If We Build Something That Lasts)
• Conclusion
• Appendix A: The Decoder Ring
• Appendix B: Red Flags—Are We Improving or Performing?
• Appendix C: Behavior-First Core Behaviors (The Ones That Actually Change Outcomes)
• Appendix D: Continuous Improvement That Doesn’t Break People (A Field Guide)
• Appendix E: Metrics That Don’t Lie (and the Ones That Do)
• Appendix F: Conversation Scripts (Leaders/Coaches/Teams)
• Bibliography
• Index