> The only responsibility for the IC would be stand ups with their manager to discuss progress and agree to future timelines. The ICs wouldn't have to go to any

> The only responsibility for the IC would be stand ups with their manager to discuss progress and agree to future timelines. The ICs wouldn't have to go to any other Agile meetings or write any business/project planning docs. Manager would scope and write all IC tickets. I think this would end up causing negative feelings both for developers and managers. I've almost seen this in one place where we were Waterfall and it created a disconnect between the dev's understanding of the product, resulting in frustration and bad decisions (the small ones that you make during the day where it's important to have context of the product). The other interesting thing I noticed was that managers had a lot less excuses for the higher ups and would do a lot less office politics and a lot more execution, but that ended up also not working amazingly because we've had instances of people playing only politics and winning vs. execution (surprisingly fast to get promoted when instead of defining tasks and taking care of execution scheduling, you grab a coffee with your manager's manager) and that ended up frustrating managers also. At this point in my life I've given up on believing in both gajillion dollar corporate projects that mostly satisfy egos of stakeholders and startups that are not customer focused. I've also stopped believing in co-workers that are not user focused. I don't care both for how many mountains a manager can move, neither for the sacred 10x developer, if their talents are not put to use in the customer's name. And, to your post's subject, I've also stopped believing in any sort of process, that is not done to deliver more value to the customer. IMHO, your vision (or any other vision) could work, or not, depending on the people involved in the process.