It works best when you have projects with a lot of discrete components that can be delegated/outsourced to more parties than you can keep track of. In practice,

It works best when you have projects with a lot of discrete components that can be delegated/outsourced to more parties than you can keep track of. In practice, all this does is crowdsource micromanagement (IMO why everyone hates it), but it's something of a necessary evil with complex projects. The problems arise when the "I need agile!" meme becomes reality and leaders adopt it for the sake of showmanship. If your incident responders are able to plan the incidents they'll work over the next sprint, you are clearly managing a team of saboteurs.