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As AI reduces the cost of prediction toward zero, the premium shifts decisively to judgment. And judgment, at the organizational level, requires a kind of organizational design that many enterprises have never built. The Manifesto for Enterprise Agility, released in early 2026 on the 25th anniversary of the original Agile Manifesto, is an attempt to define what that architecture looks like. It was developed through a landmark collaboration between PMI, the Agile Alliance, and the Agile Business Consortium, with input from accredited delivery partners and practitioner contributors. That timing is not coincidental. It is a deliberate signal that we have reached an inflection point. What began as a software delivery movement must now become an organizational operating system. Jim Highsmith, one of the original 2001 signatories, contributes a voice to this new document; a sign of continuity and evolution, not rupture. Ajay Agrawal's Prediction Machines put it precisely: cheap prediction makes judgment scarce. The manifesto is, at its core, a design guide for building organizations that can exercise it.

Traditional approaches to long-range strategic planning are increasingly challenged by today’s operating environment. The context has moved beyond VUCA (Volatile, Uncertain, Complex, Ambiguous) to BANI (Brittle, Anxious, Nonlinear, Incomprehensible), where assumptions can shift rapidly and unpredictably. In this landscape, highly rigid, top-down strategies often struggle to remain relevant over time, as they are designed for stability rather than continuous recalibration. When strategic intent is not sufficiently connected to decision-making and execution, plans risk becoming polished artifacts rather than active instruments of change, reducing organizational responsiveness and increasing exposure to fragility. This signals not a failure of strategy itself, but the need to rethink how strategy is designed, governed, and continuously adapted in conditions of persistent uncertainty.