Agile has literally undermined many of the key principles on which organizations are based: culture and organizational structures, value creation, power, innovation. It gave them, new forms, new meanings. Companies are struggling in interpreting this phenomena and, instead of persuading management to promote approaches aimed at simplification, collaboration, transparency, they erroneously tend to create new procedures, roles and levels of coordination, rules and controls. It is precisely this excess of complication that negatively impacts corporate culture, making the decision-making process slow and cumbersome and significantly hindering the innovation process. It's paramount for leaders then, to be more connected to the life of the teams on the field, transform themselves into true connectors of work groups placed in different corporate “suburbs”, creating social platforms aimed at integrating knowledge, experiences and skills.