The final thing I'd like you to consider in this chapter is that Agile isn't one particular methodology or another. Neither is it a set of technical practices, although these things do give an excellent foundation.

On top of these processes, tools, and practices, if we layer the values and principles of the manifesto, we start to evolve a more people-centric way of working. This, in turn, helps build software that is more suited to our customer's needs.  

In anchoring ourselves to human needs while still producing something that is technically excellent, we are far more likely to make something that meets and goes beyond our customer's expectations. The trust and respect this builds will begin a powerful collaboration of technical and non-technical people. 

Over time, as we practice the values and principles, we not only start to determine what works well and what doesn't, but we also start to see how we can bend the rules to create a better approach.

This is when we start to become truly Agile. When the things we do are still grounded in sound processes and tools, with good practices, but we begin to create whole new ways of working that suit our context and begin to shift our organizational culture.