> This is what I often describe as doing agile vs being agile. I just started a new role leading a 30 person Engineering team at a company doing Scrum. My ver

> This is what I often describe as doing agile vs being agile. I just started a new role leading a 30 person Engineering team at a company doing Scrum. My very first questions to everyone was why are we doing this? Answers ranged from some expectations like regular/predictable delivery of product to "because that's how software is done." From there, it's figure out a process that makes sense and actually achieves objectives. Scrum provides a nice framework, but everyone needs to be bought into the goals of it first. (My next actions were to get rid of most of the useless workflow rules in Jira and build that accountability at the team level...it works amazingly well that way) I agree that it's much more doable at a small company. Once companies get big enough, the need to centrally plan and coordinate seem to create an irresistible urge to apply identical processes to all teams, compare velocities, and all sorts of other bad habits.