1. Scrum Is Already Broken

Most engineering leaders already know this, even if they do not say it out loud. Scrum, as practiced in the vast majority of organizations, is broken. Not because the Scrum Guide is flawed, but because the word itself has lost its meaning.

Every company has its own interpretation of Scrum. Every team within the same company has different agreements about what Scrum means. Ceremonies that share the same name look nothing alike from one team to the next. Role boundaries are routinely blurred. Sprint lengths are debated endlessly. The gap between Scrum as described in the official guide and Scrum as practiced on the ground has grown so wide that saying "we do Scrum" communicates almost nothing about how a team actually works, how decisions get made, or how quality is maintained.

When a framework becomes infinitely malleable, it stops being a framework. It becomes a vocabulary for describing the status quo, not a system for improving it. The practices have drifted so far from their original intent that the word "Scrum" now serves as organizational shorthand for "we have sprints and standups" rather than a coherent framework with predictable outcomes.

Dandori does not claim to be immune to this problem. But it starts from a clear-eyed acknowledgment that the problem exists, and it defines its practices precisely enough that adoption means something specific rather than something everyone can reinterpret to mean whatever they are already doing.