You can value planning and deadlines and still not do sprints. The key is that whoever is managing the project, whether it's a dedicated PM or just the lead dev

You can value planning and deadlines and still not do sprints. The key is that whoever is managing the project, whether it's a dedicated PM or just the lead dev, needs to be fully engaged with the team and understand the work that is being done. Cards (beyond a basic todo list and record of who's doing what), points, sprints, standups, backlogs all of these are symptoms of bad communication and a lack of an overall understanding of the project. Unfortunately, or fortunately if you can put it in to practice, this means that the person leading/managing the team needs to understand software development as well as the current tech and tools being used. There is a place for non-technical managers but it is outside of the software development team where they act as an interface between dev and the other departments or interests in the company.