Agile, Lean Startup, and OKRs weren’t created by sprawling corporations. They were developed by small teams trying to solve problems more effectively. Agile emerged when frustrated software developers sought a better way to deliver value. Lean Startup came from scrappy entrepreneurs refining ideas quickly through experiments and validated learning. OKRs originated at Intel, a nimble tech company that needed a simple framework to focus and align their efforts.
These tools worked. They helped teams move faster, adapt to change, and stay focused on what mattered most. They were so effective that big companies started taking notice. Like Cinderella’s glass slipper, Agile, Lean Startup, and OKRs seemed magical. But then came the twist.
The Glass Slipper Meets the Ugly Stepsisters
In the original Cinderella fairy tale, the stepsisters are so desperate to fit the glass slipper that they cut off parts of their feet—heels and toes—to squeeze in. Now imagine a different scenario: instead of reshaping themselves, they try to cut the shoe itself to fit their feet.
But glass is fragile. If you slice, smash, or reshape it, the slipper shatters. That’s what happens when big companies try to adopt Agile, Lean Startup, or OKRs without changing their culture or systems.
They look at these methods and think, I’m not cutting off my toes. I’m not reshaping my heel. Instead, they twist the frameworks to fit their existing processes. Agile turns into a rigid, meeting-heavy bureaucracy. Lean Startup becomes a buzzword for “move fast” without real learning or experimentation. OKRs devolve into a quarterly box-checking exercise.
The result? The people in the company look at the mangled remains and say, This is a terrible shoe.
Fitting the Shoe Will Hurt
The hard truth is that fitting the glass slipper of Agile, Lean Startup, or OKRs to a large organization will hurt. These methods were designed for flexibility, experimentation, and rapid feedback—qualities that often clash with how big companies operate.
Agile requires decentralizing decision-making, trusting small teams, and embracing uncertainty. Lean Startup demands continuous experimentation, a tolerance for failure, and a willingness to pivot—concepts that make traditional leaders deeply uncomfortable. OKRs require organizations to prioritize ruthlessly, focus on outcomes, and create transparency at all levels.
For a big company to adopt these frameworks effectively, it has to change how it works. That means breaking down silos, letting go of old habits, and trusting the people you hire. Like Cinderella’s stepsisters, fitting the shoe might require cutting what doesn’t serve you. And yes, it will hurt.
The Real Magic of the Glass Slipper
Agile, Lean Startup, and OKRs are powerful because they represent a way of thinking, not just a set of tools. They demand accountability, transparency, and a willingness to experiment. They require letting go of control and empowering teams to learn and adapt.
When these methods are used as intended, they help teams move faster, make better decisions, and achieve extraordinary results. But they don’t work as quick fixes. They require commitment to the principles behind them—and that means being willing to endure the discomfort of real change.
The Choice
The question isn’t whether Agile, Lean Startup, or OKRs can work in big companies. The question is whether the organization is willing to change to fit the shoe.
Trying to alter the glass slipper will only destroy it. Fitting it will hurt, but it’s the only way to unlock its true potential. Are you ready to make the changes necessary to fit the shoe? Or will you end up blaming the slipper for not working?