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Company philosophy/culture at odds with agile core values and External pressure to follow traditional waterfall practices were also important reasons leading to failure.
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Another fundamental future challenge the companies expect is to engage the core agile values and principles in different contexts and implement enterprise agility to take real advantage from agile methods.
For this reason, some companies might not see this strategy as profitable and give up on engaging core agile values and principles to the whole company as they previously believed in the beginning of the agile implementation.
In the second half of the 1990s, research and practical results in the fields of OOP, design patterns, automated testing, refactoring, and the like, produced a common mind-set that drove the definition of multiple software development methods that had the core agile principles in common [13, 28].
Agility, the core of agile development, identifies how the agile team should communicate and respond to requirements changes.
Communication between stakeholders is core to the agile development (Agile Manifesto 2001).
In the core of agile development is the self-organizing team, which organizes its work the best possible way.
The core ideas of agile development can be maintained in embedded system development, e.g., by building frequent prototypes of hardware, investing in modular designs and using simulations [33].
A core issue faced within agile manufacturing is the need for appropriate and supporting production and operations systems.
Especially for large companies, this top-down approach to agility has affected the actual transition to agile, which should be rooted on establishing the core agile values and principles.
Agile working methods and lean philosophy form the core of Reaktor-practices.
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