It seems that you are mystifying agile as this all-powerful machine.
Most corporations are mediocre, slow to change, and their software projects are just not ideal. And agile is a mindset to accept this, focus on the people, both devs and stakeholders (who fund the project, and ultimately the company that pays their salary). Probably by now it's a cliche to reference the first line of the manifesto, but... people above process, etc.
Agile sets the stage, helps grease the gears, by default it doesn't keep the project "accountable".
How the actual plans come out of it is up to the actual team, the leadership (where the classic fish and head olfactory law applies).
Islands and cliques form naturally anyway. And in some sense it's okay, because making too big plans tends to fail. (Again, agile at best nudges folks to think about commitments, what their work items mean for the team, for other teams ... but if course the further the others the less relatable is the importance of their needs.)
> we'd deserve to be heard better
yes, of course. and other "bottom feeders" too (excuse my phrasing), and middle managers too ... alas corporations tend to be broken as I mentioned.
And as a consequence, I found that outside our vocal minority most people develop the "if I don't care it doesn't hurt" mindset, they do want to close tickets and nothing more.
Most corporations are mediocre, slow to change, and their software projects are just not ideal. And agile is a mindset to accept this, focus on the people, both devs and stakeholders (who fund the project, and ultimately the company that pays their salary). Probably by now it's a cliche to reference the first line of the manifesto, but... people above process, etc.
Agile sets the stage, helps grease the gears, by default it doesn't keep the project "accountable".
How the actual plans come out of it is up to the actual team, the leadership (where the classic fish and head olfactory law applies).
Islands and cliques form naturally anyway. And in some sense it's okay, because making too big plans tends to fail. (Again, agile at best nudges folks to think about commitments, what their work items mean for the team, for other teams ... but if course the further the others the less relatable is the importance of their needs.)
> we'd deserve to be heard better
yes, of course. and other "bottom feeders" too (excuse my phrasing), and middle managers too ... alas corporations tend to be broken as I mentioned.
And as a consequence, I found that outside our vocal minority most people develop the "if I don't care it doesn't hurt" mindset, they do want to close tickets and nothing more.