A useful way of working gains attention. Organisations want the result, so they copy the visible machinery. New roles appear. Meetings are renamed. Tools are bought. The deeper change to decisions, feedback and learning can get lost.
That is a mistake made in Agile's name, and AI programmes can repeat it. Training attendance and tool usage are easy to count. They tell us less about whether a customer received better work or a team learned how to improve the next attempt.
Return to the ideas behind the activity
The principles behind the Agile Manifesto call for useful software delivered frequently, close collaboration, support for motivated people and regular reflection followed by adjustment. The point is an operating habit that helps people learn from working results.
The Lean Enterprise Institute describes practice beginning with the work and the people doing it. Experimentation improves value and flow. That gives the team a reason to examine a delay or repeated correction, rather than accept it as the cost of being busy.
An AI implementation can borrow those lessons without copying ceremonies or giving every agency a software-development vocabulary.
Put feedback close to the work
Choose a repeated piece of work with a useful output. Agree its quality standard, put AI into the live route and see what happens. Ask the people doing it where the technology helped and where it created another problem.
For a campaign, a faster first draft may expose a slow approval stage. More creative options may increase review time. A useful research Agent may still need stronger source material. Those findings should change the setup, responsibilities or working method on the next attempt.
The platform needs to support that adjustment. Keep sources available, give people and Agents clear jobs, preserve the outputs and make human decisions visible. A good working route should be adaptable when the brief or evidence changes.
Judge the change by what people can do
Hollee's 90-day programme gives the team repeated rounds of live work, coaching and review. The questions are practical: did the work improve, can people explain the method and can the team run and maintain it?
A completed rollout is a milestone. The stronger evidence is a team delivering better work, recognising when the route fails and knowing how to change it.