Unofficial Adapted Agile Manifesto in 2025
The adaptation of the Agile Manifesto for all types of Complex Products
I’ve always believed that Agile is broader than software development. While the Scrum framework has evolved through regular updates, the Agile Manifesto has remained fixed—despite stating that it “uncovered better ways of developing software,” and implicitly, adapting to change.
However, its language and scope are still limited to software development. That has led me to ask:
Why hasn’t the Agile Manifesto itself evolved to support other types of complex products?
Some agile practitioners already apply its spirit beyond software, and I fully align with that perspective. Eventually, I asked myself:
Why don’t I try adapting the manifesto myself for Complex Product Development—and then open it up for review by the community and the co-authors?
That’s what I’ve done. I’ve drafted an unofficial adaptation of the Agile Manifesto, with broader language and principles aimed at complex product domains beyond software.
I plan to invite feedback—first from the co-authors, and also from my professional network.
Your insights would mean a lot to me.
If you're curious or passionate about agility beyond software, I’d love to hear your thoughts.
The Adaptation of Agile Manifesto; Generalized for All Complex Work
We are uncovering better ways of creating valuable outcomes by doing it and helping others do it.
What are values in the unofficial adapted Agile Manifesto?
Through this work, we have come to value:
Individuals and interactions over Processes and tools.
Delivering usable outcomes over Comprehensive plans and reports.
Customer and stakeholder collaboration over Formal contracts and rigid expectations.
Responding to change over Following a fixed plan.
That is, while there is value in the items on the right, we value the items on the left more.
What are 12 Agile Principles in the unofficial adapted Agile Manifesto?
Our highest priority is to satisfy the customer through early and continuous delivery of valuable outcomes.
We welcome changing needs, even late in the process. Agile teams harness change for the customer’s advantage.
Deliver usable results frequently, from a couple of weeks to a couple of months, with a preference for the shorter timescale.
Business and development teams must work together daily throughout the project.
Build teams around motivated people. Give them the environment and support they need and trust them to get the job done.
The most efficient and effective method of conveying information is face-to-face conversation (or the closest possible alternative).
Usable outcomes are the primary measure of progress.
Agile processes promote sustainable work. Teams should be able to maintain a steady pace indefinitely.
Continuous attention to quality and simplicity enhances agility.
Simplicity—the art of maximizing the amount of work not done—is essential.
The best outcomes emerge from self-organizing teams of diverse, skilled individuals.
At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.
I’d like to know your feedback for this adaptation of the Agile Manifesto.