> I completely agree (and have said so, myself[0]), but the issue is that software folks (and engineers, in general), don't like "blurred lines." We need empiri

> I completely agree (and have said so, myself[0]), but the issue is that software folks (and engineers, in general), don't like "blurred lines." We need empirical data, measurable artifacts, concrete results, etc., so that "fuzzy logic," (what I consider) "true" Agile really needs, is difficult, in practice. This is a good observation, but it's not just engineers: the fact is most people don't like ambiguity, and the more it cuts across org structure lines the less they like it. This is no big deal as long as the org structure lines are well drawn and business are covered adequately, however at scale it also limits the type of changes that can be done without massive pain, and creates a risk when new needs are identified that are not well served by the existing structure.