Work in large industrial corporations is defined by processes, roles and standards — centrally planned, elaborated, documented, rolled out, trained and regularly checked for compliance. In return, there are ISO and DIN stamps and everyone is happy. On the paper, anyway. You can and indeed sometimes have to ask yourself whether the actual work happens because of or rather despite the many processes. However, this should only be mentioned in passing. The question rather is whether agile organizations require processes and standards. And if so, how these actually emerge and develop.