The point I was trying to make is that, Agile and a Waterfall process are not opposites of each other. You can use a supposedly waterfall process, and still have some measure of agility. On top of this, “Agile” is not a binary, yes/no condition. Your organisation as a whole (not just IT) can only be more or less Agile.

Yes, it is entirely possible and increasingly common to utilize a "Hybrid" or "Agile-Waterfall" methodology in 2026 organizations. In this model, the "Waterfall" aspects are used for the high-level planning, budgeting, and milestone setting—phases where predictability and stakeholder approval are critical. Once the broad requirements are "frozen," the execution phase (design, development, and testing) is handled in an Agile fashion, using two-week Sprints, Daily Stand-ups, and iterative feedback loops. This allows a company to be "Agile" in its responsiveness to technical challenges while remaining "Waterfall" in its accountability to long-term business goals. This approach is particularly effective in hardware-software integrations or highly regulated industries like aerospace or finance, where you cannot simply "pivot" the physical infrastructure every week but still want the speed and collaborative benefits of Agile development for the software layers.