>taking developers who can’t or don’t want to see the overall business/architecture picture and getting useful work out of them
That's a very charitable view... I think back over my career and it was always cargo-culting and micromanagement. I give you credit for analyzing and finding a way to make scrum work beneficially.
The thing is - if you have people who don't (want to) understand the relationship between their work and business value, you've fundamentally got a hiring / personnel problem. And I don't see how scrum (or any other methodology) ever solves that. What you've got at that point is to me the difference between "programmers" and "developers / engineers". People who are more enamored with the technology than with actually accomplishing work. The thing is, some of those people are really good so long as they can be pointed in the right direction. But that's a management thing, not really a methodology thing.
That's a very charitable view... I think back over my career and it was always cargo-culting and micromanagement. I give you credit for analyzing and finding a way to make scrum work beneficially.
The thing is - if you have people who don't (want to) understand the relationship between their work and business value, you've fundamentally got a hiring / personnel problem. And I don't see how scrum (or any other methodology) ever solves that. What you've got at that point is to me the difference between "programmers" and "developers / engineers". People who are more enamored with the technology than with actually accomplishing work. The thing is, some of those people are really good so long as they can be pointed in the right direction. But that's a management thing, not really a methodology thing.