On the one hand, AI can supercharge development and decision-making. On the other, it surfaces long-standing frictions in how teams are organized and how they collaborate. And beyond AI, there are deeper systemic and human factors that continue to shape how software is built and how teams succeed.
Let’s explore some of these areas - both the transformative and the persistent.
Systems thinking
Complexity isn’t going anywhere. Despite the flood of new frameworks, low-code platforms, and collaborative tools, one truth remains unchanged: most development takes place within complex and demanding environments. These are rarely greenfield opportunities with total freedom to innovate. Instead, teams are often navigating legacy systems, regulatory constraints, and deeply intertwined architectures.
“Discussions often revolve around 'green field' projects, i.e. the development of completely new systems. This can give a false picture of the work in the technology industry. Many teams are working on pre-existing, complex systems that require constant maintenance and updating. This conflict between new opportunities and old challenges is a central theme that should be addressed more openly,” says Joanna Kahila, Team Lead and Agile Coach at Siili Solutions.
This tension between the expectation and the reality underscores the importance of systems thinking—the ability to view problems not as isolated bugs or inefficient processes, but as symptoms of broader, interdependent structures. AI might help identify bottlenecks or propose optimizations, but without a systemic view, organizations risk treating symptoms instead of causes.
AI as a member of the development team
Agile, at its best, champions cross-functional collaboration. Yet, in practice, truly integrated teams remain the exception. While developers may move fast—especially with the support of AI—product owners, testers, legal advisors, or customer reps may still operate on different timelines or tools. The result? A bottleneck at the exact moment when we expect acceleration.
“Ever heard of a cross-functional team? A nice idea, like many others in agile development theory, but seldom in practice. When the code development speeds up with the help of AI, there is a significant risk that all other stakeholders slow down the process. How do I solve this? One solution is to include AI as a new member of a development team and have all the other parties present when decisions are made. We may finally see true cross-functional teams, working with high speed development cycles,” says Teemu Torvelainen, Senior Advisor at Siili Solutions.
If AI can act not only as a code assistant but as an organizational participant—tracking tasks, mediating discussions, surfacing blockers—it might finally fulfill Agile's vision of speed and alignment. But to get there, teams need to intentionally include AI in their ways of working, not just as a backend utility, but as a proactive contributor.
Is AI a tool or a close friend?
Artificial intelligence tools have become an integral part of today's software development. However, knowledge of technology is not enough - adaptability and continuous learning are needed to fully understand where, when and how to use AI. Do you take the first step (prompt) when you need help, or do you have an AI Agent proactively suggesting better ways of working?
For many developers, AI has already crossed a line—from being a tool to being a collaborator. People turn to AI for feedback, to brainstorm ideas, to test their thinking. The relationship is becoming more conversational, more interactive—and more human-like.
“I would like to challenge the use of the term tool when it comes to AI,” says Teemu Torvelainen. “From what I’ve seen in the discussion, people who use AI extensively often say they consider it a close friend—someone they talk to, share ideas with, and have long conversations with. AI will become more human than we can imagine. Whether that’s a threat or an opportunity, I cannot say yet.”
We are only beginning to grapple with the emotional and philosophical implications of working side-by-side with intelligent systems.
Resilience
Resilience is the ability to endure and adapt to changing circumstances. This means not only technological adaptability, but also the development and articulation of personal and team abilities. In order to succeed you must be able to continuously develop your T-shaped skills and apply them to different challenges in a versatile way.
The development of the technology industry is about much more than just mastering the latest tools. Professional skills are born from the ability to understand and solve old problems with the help of new technologies, develop one's own skills to meet changing requirements and maintain resilience in challenging work environments.
Final thoughts
Agility was never just about speed. It was about adaptability, feedback, learning, and collaboration. AI offers incredible new ways to enhance those goals—but it also challenges us to rethink what teams look like, how decisions are made, and where human creativity fits into the loop.
The future of agile might not be faster sprints or more automated pipelines. It might be about building resilient, reflective, and truly cross-functional teams—human and machine alike—who are ready to face both new frontiers and old complexities with equal clarity.
If there was one unspoken truth at ScanAgile25, it was this: we're still learning what agile really means in the age of AI. Some of us are cautiously experimenting. Others are building bots that write documentation or walk through mazes. Some are simply listening—to talks, to peers, or to their own discomfort.
So, is Agile dead? No, it is not. But it is changing, and it’s being stretched by speed, complexity and the intimacy of human–AI collaboration.
If this sparked questions, reflections, or strong opinions, don’t hesitate to reach out to Joanna or Teemu. We're always open to continuing the conversation—about Agile, AI, and how we can shape better ways of working.
About the authors
 |
Joanna Kahila Team Lead | Agile Lead & Coach, Siili Solutions |
Joanna Kahila is a Team Lead and Agile Coach at Siili Solutions with over 10 years of experience in IT and service management. Known for her energy and positive presence, Joanna helps teams and organizations adapt to change through agile methodologies and continuous improvement. Her background spans agile roles such as Scrum Master, Agile Project Manager, and Service Manager across a variety of industries. She is a Certified SAFe® Agilist and Professional Scrum Master, and was awarded Young Project Manager of the Year in 2023. Joanna is passionate about coaching and building inspiring ways of working that bring joy and purpose to everyday work life.
 |
Teemu Torvelainen Senior Advisor, Siili Solutions |
Teemu Torvelainen is a Senior Advisor at Siili Solutions with over 30 years of experience in agile transformation, digital development, and lean consulting. He has successfully supported organizations such as OP, Varma, Microsoft, Neste, Elisa, and several public sector clients in their agile journeys. Teemu is a certified management consultant (CMC) and a SAFe Program Consultant (SPC6), known for his pragmatic and people-focused approach. As Head of Siili Academy, he drives competence development through continuous learning. Teemu is passionate about helping companies reinvent themselves with agile and lean methods. His expertise spans across program and project management, business development, and large-scale agile transformations.
