I think Scrum is successful in organizations where there is a lot of finger pointing and cynicism, and the engineering team is happy to measure progress in "spr

I think Scrum is successful in organizations where there is a lot of finger pointing and cynicism, and the engineering team is happy to measure progress in "sprints" in order to deal with upstream requests that they fundamentally don't respect, and possibly a product vision vacuum in which decision are routinely made and reversed, making careful and judicious architecture impossible. In such an environment, developers prefer to drastically over test their code, and to undertake work in manageable sprints that let management claim success and understanding even when neither exist. If you already have a very strong product market fit, and you need to hire developers whose judgement you don't trust, or if there are extrinsic sources of timeline pressure (like investors or non-technical management who think developers are lazy... essentially anyone other than users or customers), then Scrum is perfect for your organization. The other constituency that seems to love Scrum is product managers who either have no vision for the product or no control of the vision, and are essentially being asked to be cat herders and manage engineers without earning their respect or having any authority over them.