If an engineering organization is doing the equivalent of laying on the floor and kicking and screaming that they can't do anything, where signs of this include

If an engineering organization is doing the equivalent of laying on the floor and kicking and screaming that they can't do anything, where signs of this include: * Split up into multiple teams under different kingdom building directors/VPs * More time is spent defending Jira SLAs and deflecting blame than actually solving problems * Dev teams under different managers have an adversarial relationship If the above is true, just adding a standup for a given initiative that includes all of the team members and just normal human behavior of exposure builds a little trust and collaboration is a miracle pill! Albeit it's a 'miracle' pill that takes the org from laying on the ground kicking and screaming to slowly making code changes that no customer wants - but comparatively it looks like a miracle to legacy management! The real solution is to fire 3/4 of the management staff and take the next 3 years to rebuild an effective organization. <-- however, this doesn't sell like a SCRUM Miracle Pill™