The problem with Scrum is that it usually works. In tech, we hate that. What we like is to give talks, prepare slide decks, and, most importantly, to invent things ourselves.
At that point, you can then deliver another talk, explaining why you don’t use your own methodology anymore.
There are two ways of ruining sprints. The first is to make a year-long term plan and break it down into sprints. That way, you’ll be effectively doing waterfall, which allows you to completely ignore customer feedback and blindly follow whatever imaginative roadmap you and other executives have created. Instead of adjusting your goals
Retrospectives are a cornerstone of successful teams. Consequently, if you want to achieve cataclysmic failure, you must completely obliterate this helpful practice.
I love estimations. They’re an excellent way of fooling everyone into thinking they know how long things will take.
Remember: the best way to ensure nothing gets done is to design by committee.
Sharing too much context with developers may cause them to make good product decisions without having to talk to a thousand other people. The more you segregate responsibilities, the better.