Where I work we have true self steering teams. The team's tech lead(s) are most in tune with what the customer wants and how we want to deliver it to them. The

Where I work we have true self steering teams. The team's tech lead(s) are most in tune with what the customer wants and how we want to deliver it to them. The rest we figure out in the team. It's very common for non-leads to also start talking to specific stakeholders once they work on a feature. Usually they'll become the (technical) owner of a piece of software just because they build it, maintain it and care about it. This means everyone has a lot of responsibility, but also immense freedom to take on that responsibility the way they see fit. We have some scrum-type rituals. Primarily stand-ups (15 mins teams call to sync and have stakeholders listen in if they want) and the occasional retro, although it's not a typical retro with a format. They're basically a full team meeting when things aren't going smoothly or something else happens that everyone needs to be aware of ('sudden' crisis at the customer, which they have a lot) and use round tables to make sure everyone is heard. Most other things are handled in smaller groups of relevant people. We have a backlog in Jira to keep track of what we want to do and in which order. We pick up work kanban style. The current team is 13 people, so it also gives an overview of what's going on where. There's no formal format for writing things down, but over time we've learned to add quite a bit of context, especially for nice to have stuff we don't pick up straight away. The reason this works is that we hire people who can deal with the freedom and responsibility. We put a lot of trust in them from day one, while coaching them using all kinds of formal and informal systems.