Sarcouncil Journal of Entrepreneurship and Business Management

Abstract: Agile Project Management (APM) has emerged as a promising approach for reconciling the need for rapid value delivery with long‑term environmental and social stewardship. This review systematically examines how Agile principles such as iterative cycles, cross‑functional collaboration, and continuous feedback are leveraged to advance corporate sustainability initiatives across the U.S. private sector. We conducted a structured search of peer‑reviewed literature published between 2018 and 2025 in Scopus, Web of Science, IEEE Xplore, and ProQuest, using keywords such as “Agile,” “sustainability,” “ESG,” “integration,” and “barriers.” Selected studies were analyzed to identify theoretical linkages, empirical outcomes, organizational enablers and constraints, and sector‑specific applications. Our synthesis reveals that Agile’s short, time‑boxed sprints facilitate rapid experimentation with “green” features, enabling measurable gains in resource efficiency (e.g., reduced material scrap and energy consumption) and accelerated development of eco‑friendly products and processes. Cross‑disciplinary teams break down functional silos to align environmental, social, and governance objectives, while built‑in feedback loops embed sustainability checkpoints into each sprint, fostering stakeholder transparency and adaptive learning. Case studies span technology (iterative carbon‑reduction pilots), manufacturing (Lean‑Agile hybrids for material optimization), services (sprint‑based ESG reporting), and the built environment (integrating LEED prerequisites into design sprints). Notwithstanding these benefits, cultural resistance to decentralized decision‑making, challenges in scaling Agile frameworks across large enterprises, and misalignment between traditional Agile metrics and sustainability performance indicators pose significant hurdles. We conclude that realizing Agile’s full potential for sustainability requires targeted change management, robust evaluation frameworks, and integration of ESG criteria into maturity models and scaling routines. Finally, we highlight research gaps particularly in under‑researched sectors, longitudinal impact studies, and customization of large‑scale Agile frameworks for sustainability and propose a focused agenda to guide future inquiry and practice.