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The problem with Scrum is that most practitioners have no idea why their tools exist in the first place, under what conditions those tools apply, and what to do when their tools fail.

Nearly every -- but not all! -- "Agile" environment I have worked in was pure cargo cult, with none of the requisite cultural infrastructure required to actually make any of it work, and often with a very strong centralization of control that made local iteration... unpossible[1].

Or they do the opposite, and go full "Lord of the Flies", providing no structure at all.

Both approaches yield poor results. You want to provide structure, but then grant autonomy over that structure to those beholden to its results.

If you want to "be Agile", your organization needs to push a great deal of control and trust fairly far down in the corporate hierarchy. Doing this successfully requires that organizations build the structures required for both appropriate oversight and cultural promulgation, and few companies even recognize the need for this, much less have the tools to do so.

[1] I am hereby defining this as "Possible on paper, but not in reality".






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