What happens with products, processes and people in institutionalized, constrained public systems with limited diversity and flexibility when agile is introduced? Is it possible for public institutions to assess their paradigms and structures against client-driven values, and become more responsive to changes in society in motion but also in their competitive environment?

A case study of three recent projects will be presented: 1. agile strategic planning at the ministerial level, 2. agile international project implementation with more than 15 public institutions, 3. agile teaching at the university level. The outcomes of the three projects are presented in detail, assessed for impact and risks, and discussed in the context of the applicability of the suggested methodologies for other groups and settings.