I'm not disagreeing too much here but people get to hung up, dogmatic, and emotional on processes to have meaningful discussions about this at this point. You c

I'm not disagreeing too much here but people get to hung up, dogmatic, and emotional on processes to have meaningful discussions about this at this point. You can do both Scrum and Kanban and apply the same principals. The underlying principles are actually more important than the process. Kanban is not an excuse to skip planning and having a TODO list full of high priority items is a classic mistake with it. When everything is important, nothing really is. With Scrum the classic mistake is over committing your team based on a notion that managers wants to overload the team because they think that produces results. I treat both processes exactly the same when I put my product manager hat on (I'm also CTO, and a developer): regular planning activity to cherry pick the backlog and populate the TODO column. Pruning unimportant work from the TODO list. Making sure work is prioritized correctly. Scrum light, Kanban, Vaguely Agile, whatever labels you want to put on it works for me. I can scale up or down the scrum ceremonial stuff as needed/demanded.