[void_mint]

> You may think Scrum is dogma, but my statements are factually true by reasonable definitions of the terms.

Your statements are dogma. "You must've just done it wrong" is scrum marketing. If it works it's scrum, if it didn't work it must not've been.

> Strawman.

Go on then, explain? Your gripe was that your team, that you admitted didn't find value in retrospectives, didn't bring up process issues in retrospectives. Why would they? They didn't find them valuable. Probably because the things brought up in retrospectives never got addressed. Agile solution? Add more process. Again, this is dogma.

> Of staff or customers? Attrition is very low of both. Not sure it's that relevant though.

If I employ 500 engineers and they're all miserable and constantly leaving, and we're never adding value to our clients, should I be proud that I employ 500 engineers? What does team size matter? Value-creation and employee happiness are the metrics that determine the health of an engineering org. Which I chose to label as "throughput", or how much value is created, and "attrition", a proxy for employee happiness.