This very much resonates with my experience. I've seen this very process take place when working at a small tech startup that ended up being bought by a non-tec

This very much resonates with my experience. I've seen this very process take place when working at a small tech startup that ended up being bought by a non-tech giant keen on undergoing a "digitalization" initiative. Our prior processes were lightweight, goal-oriented and effective. No one bothered calling them "agile", they were just the natural way to deal with an ever changing landscape of customer and system requirements. After the buy-out we were told to undergo a thorough transformation into this brand new unified top-down software development process the company had some consultants design for them. Complete with a baffling array of buzzword driven "agile" development practices and project/squad/team/chapter manager/lead/head roles to be filled. The more you kept inquiring what exactly those roles should entail, the more conflicting and vaguer the answers got until you realized that no one had the faintest idea how any of this was supposed to actually mesh together in practice. The license packages for the expensive project planning software we were to use where long paid however.