To convince senior leaders about Agile, explain how it helps teams work faster, make fewer mistakes, and improve teamwork. Share examples of companies that used Agile and saw better results. Show how Agile can save money by avoiding delays and making better use of resources. Suggest starting with a small project to prove its value. By showing clear benefits and answering their concerns, you can help them see why Agile is a good choice.

No es necesario vender ninguna herramienta concreta, la agilidad se muestra implementando pequeños cambios y viendo como funcionan dentro del equipo. Introducir un marco completo y complejo de rutinas, rituales y procedimientos es una receta para el desastre. Finalmente, o no se hace correctamente y transmite la idea de que no funciona o se amolda poco a poco a la forma en la que la empresa funciona y dicen aplicar el sistema sin usarlo realmente.

I wouldn't. Agile isn't a cure-all. If the business needs lend themselves to fast iteration because the requirements aren't set in stone, and the company's culture allows immediately presenting finished work to real stakeholders for feedback, I'd talk to them about the benefits of that. If that's not the case, or the company is already working well with its current methodology, there's no reason to try to fix something that isn't broken or force a square peg into a round hole. Don't think you need to be following big-A "Agile" because of some articles and hype. Use it if you think it can provide real, tangible benefits to your product in terms of quality or delivery speed.

If leadership is being rational, I wouldn’t push Agile for the sake of it. Agile fits only when requirements are fluid, quick iterations are needed, and frequent stakeholder feedback is possible. If that’s the business reality, highlight how Agile can speed up delivery, improve adaptability, and enhance quality by starting with small, cross-functional teams, regular incremental deliveries, engaging stakeholders for feedback and using Agile tools only if they add real value. But if the current approach works, requirements are stable, and feedback loops are slow, forcing Agile adds no value, sticking to traditional or hybrid models is more efficient. Don’t adopt it for the trend, use it only if it clearly improves outcomes.

I like to say that Agile is all about finding what works for your team. Yes, there are recommended processes that seem overwhelming, but you only need to change the things that are not working, and since it's iterative, you reflect on what worked and what didn't, so you can have some idea of what to change next. Incremental improvements on each team (with metrics to show how much) add up to value for the company, and that's something that's hard to pass up.