JIRA is a form of Stockholm syndrome. Your life truly sucks if you think that makes it better. Some of the least agile places I've worked in used it (over-used

JIRA is a form of Stockholm syndrome. Your life truly sucks if you think that makes it better. Some of the least agile places I've worked in used it (over-used it really). To be more agile, ironically. If you aren't allowed to do anything if there's no Jira ticket, you just created a lot of process friction to get anything done. That's a great way to weed out things like independent thinking, initiative, and pro-active thinking. Jira is the perfect digital idea shredder. Add approvals and nitpicking middle management and we're back to the good old days of people asking for TPS reports. Which is an Office Space reference, a satirical movie from the pre-agile era (25 years ago). Replace TPS reports with Jira ticket and you got most scrum sweat shops covered. It's uncanny how on point that movie still is. If you think things are different now, go (re-)watch that movie. Organization wide agile is not a thing. That never really caught on. Processes like scrum are designed for small teams. Attempting to coordinate that with 100 teams is hard. And mostly futile. I've seen the results of companies that attempted this; not pretty. I once attended a sprint planning with 14 teams from all over the world. Because flying them in was expensive they only did that four times a year. So, to get anything on the agenda you needed to plan months ahead or you'd be too late. The agility of an oil tanker. I never saw so many postits in my life. All backed by Jira of course. Most large companies have no such thing as company wide sprints for the simple reason that that's not a great way to run a company. Mostly they still operate the same way they always did: on quarterly and yearly reporting and targets. If products involve more than just software (like actual hardware of physical goods), that tends to dictate the planning.