Earlier quoted context omitted.
> "But when the development started things often went wrong. Frontend, backend, dev-ops and other teams, had to crank out hundreds of thousands of Jira tickets, and their quantity, not quality, were the only thing that counted. To meet a quota, teams could substitute senior devs for more juniors, skip testing steps to speed up agile velocity – the list goes on.”
It's a comical comparison, but do any companies actually measure progress like this without even looking at the end result? Presumably if velocity stays high but everything is broken, somebody will say something (and hopefully not just continue with the broken process that produced the problem).
Basically most companies where software isn't the core product and moneymaker (semiconductors, automotive, 100 year old german companies, etc).
Remember how the compilation time of Nokia's Symbian OS was two weeks?
As long as money keeps rolling in nobody cares that your development process is totally whack and your promotions as a dev come not from seeking to improve things but from learning these idiosyncratic process and saying yes to whatever your boss says. Ask me how I know.