In agile, we have broad ambitions with no defining principles. We often talk about agile teams, people, departments, organizations and political campaigns, as if the definition of "agile" was obvious. And yet the Agile Manifesto and its principles were written for software development teams. Furthermore, many CEOs tell us how agile they are, because "we can move teams around on a whim" or because "we run sprints every week," but their teams can't produce working products rapidly, increasingly add technical debt, or shamble into work demoralized. Until we frame agile concepts around more general principles and modern psychological and system science research, our best advice will remain marginalized as the dreams of "software zealots."