> Never give up mentioning problems I've tried this strategy, but it just comes off as whining. People's reactions tend to be "we all know that's a problem, bu

> Never give up mentioning problems I've tried this strategy, but it just comes off as whining. People's reactions tend to be "we all know that's a problem, but what's the fix? None of us have any power to apply any fixes." The essential strategy to make a company more agile is to a) spend some time at the bottom, to understand how daily processes aren't agile and are broken up by the organization's silos, b) explain how the organization isn't agile to executives, until finally c) you and the executives talk to middle management together and start to take on the middle-management fiefdoms. The very good reason why Agile requires C-level support is because it often involves reorganization or firings at the middle-management level. You're never going to get anywhere complaining to people on lower levels, or to middle management, which is typically against changes to organizational structure. If the executives aren't on board ("we can never change that in this company"), leave and find another company.