There is also the opposite. It works well for some time, then after a hundred or so sprints with deadlines and no down time, engineers pick up and leave. When there is no time to rework and address some tech debt, suddenly features take longer to develop and UAT becomes a game of whac-a-mole. If at least the management could also focus on delivering real tangible value, mercilessly cull all the nice-to-haves that introduce too much complexity, and prioritize work that will help bring out a stable and polished experience (albeit with less bells and whistles) instead of pushing new half baked features to satisfy the self imposed OKRs and stroking their vanity to move up the ladder.