It's a multi-vendor set-up, which would not be so bad if long-term contracts were used. However, no one has heard of agile contracts or flexible contracts. So, it's a fixed price, fixed scope arrangement with a disincentive to collaboration between vendors.

'Scrum Masters' drive priorities as the driving delivery vendor doesn't trust internal 'Product Owners.' Product Managers don't provide clarity of objectives. Impediments are brought up only at Scrum of Scrums after much questioning. Self-management is understood as everyone managing themselves individually.

There are 25 million coordinators. Everyone is busy, and nothing is getting done. Actually, that's a lie –– the coordinators are busy, and the people supposed to be doing the work are waiting for coordinators to unblock rather than unblock themselves. The coordinators never get to have dinner.

It would be a relatively nice problem if more work arrived than left. The pipeline of inbound demand is starving due to a traditional approach to discovery, elaboration, and refinement that is not much different from big design upfront. Kanban is misunderstood as starting work later than as late as possible.

Teams don't feel they can say no to starting work where the problem or opportunity is unclear. So everything is getting blocked in progress.

And vendors are planning to add more 'resources' to deliver more stuff. Internal delivery leaders have never heard of Brooks's Law so they're delighted with the offers of more 'resources.'.

It's not looking pretty.

Recognize this?

First port of call –– understand the complexity and why it's important
Attain clarity of objectives with unambiguous clarity ––even if they end up needing adaptation, there is merit in being clear about them
Be coherent about strategy creation, strategy deployment, decomposition, experimentation, and prioritization
Visualize the work, the waste, and the flow or lack of it
Discover to deliver - eliminate the delivery of items value cannot be harvested for
Setup teams for success informed by a scientifically backed team effectiveness study and tool
Be intentional about team formation and structure, as most of the team's success is dependent on it
Foster coherent measurement and vendor contracts