The Agile process has been a boon to the software industry. Whether you’re building the next generation of cutting edge IoT devices, a desktop-bound accounting application, or next year’s killer app, Agile gives you an advantage. It’s flexible, and gives teams a way to talk about the process of building complex things.

Recently, according to an Agilist consulting friend of mine, it’s come into vogue to implement these processes in other business areas. Marketing, sales, support–even distribution–is working to implement this strategy. These efforts, he reports to me over the watery half of an Old Fashioned, have met with mixed results.

There’s a very simple reason for that, of course. Agile probably won’t solve your problems.

Executives have a problem in that they keep looking for a magic bullet. They believe hype more than substance. Agile excels at taming the kinds of troubles that have long plagued teams of software developers–planning problems. But that’s a problem of highly specialized, precisely trained people. It’s the kind of problem engineers and legalists and E.R. physicians face.

It’s likely not the problem that’s bothering your salesforce.

The troubles you’re probably having in most of your departments aren’t based off planning. They’re problems of execution. They’re teams with ineffective leaders; staff that’s unconnected to the work; and managers who only care about results so far as they affect their bonuses. They are–in short–business problems. They are the same business problems that have been causing trouble in business since the first founder hired the first employee.

A quick read (you actually have to read it, btw, you can’t just read the cover) of Harvard Business Review will help to set you straight. Business suffer mostly from a lack of communication. Agile, for all its strengths, can’t solve that.

If you want to solve those problems you need to hire team leads who actually lead. You need to pay attention that managers are managing with care. They can’t simply pay attention to strategy and execution. They also have to take that the people who execute it are capable to do it. Your organization needs to focus on the market. Both where the market is going and ideally, why. Those are the failures that are really slowing you down. They aren’t the failures that a planning system fixes.

Unless you have a very specific problem–a failure to plan complex tasks well while maintaining flexibility–the Agile probably won’t solve your problem.