I wrote and published this article on LinkedIn. I even recycled the cover image. Although it is about the particular topic of Agile, it relates to the Language Insufficiency Hypothesis, so I felt it would be apt here as well. It demonstrates how to think about language insufficiency through the framework.

Agile in Name Only

For over two decades, I’ve been immersed in Agile and its myriad interpretations. One refrain has persisted throughout: Agile™ is “just about agility,” a term that anyone can define as they see fit. The ambiguity begs the question: What does it really mean?

On its face, this sounds inclusive, but it never passed my intuitive sniff test. I carried on, but as I reflected on my broader work concerning the insufficiency of language, this persistent fuzziness started to make sense. Agile’s conceptual murkiness can be understood through the lens of language and identity—particularly through in-group and out-group dynamics.

Otherness and the Myth of Universality

To those who truly understand agility, no elaborate definition is required. It’s instinctive, embedded in their DNA. They don’t need to label it; they simply are agile. Yet, for the out-group—the ones who aspire to the status without the substance—Agile™ becomes a muddy abstraction. Unable to grasp the core, they question its very existence, claiming, “Who really knows what Agile means?”

The answer is simple: Everyone but those asking this question.

The Agility Crisis

This disconnect creates a power shift. The in-group, small and focused, operates with quiet competence. Meanwhile, the out-group, larger and louder, hijacks the conversation. What follows is an inevitable dilution: “Agile is dead,” “Agile doesn’t work,” they declare. But these proclamations often reflect their own failures to execute or evolve, not flaws inherent to agility itself.

This pattern follows a familiar playbook: create a strawman—define Agile™ as something it’s not—then decry its inability to deliver. The result? Performative agility, a theatre of motion without progress, where the players confuse activity for achievement and rely on brittle, inextensible infrastructures.

Agile Beyond the Label

Ironically, the true practitioners of agility remain unbothered by these debates. They adapt, innovate, and thrive—with or without the label. Agile™ has become a victim of its own success, co-opted by those who misunderstand it, leading to a paradox: the louder the chorus claiming “Agile doesn’t work,” the more it underscores the gap between those who do agility and those who merely wear its name.

The lesson here is not just about Agile™ but about language itself. Words, when untethered from their essence, fail. They cease to communicate, becoming tools of obfuscation rather than clarity. In this, Agile™ mirrors a broader phenomenon: the insufficiency of language in the face of complexity and its misuse by those unwilling or unable to engage with its deeper truths.