Indeed, it's crucial not only to analyze these requirements but also to understand their broader impact, including on the code and overall project efficiency. And that requires a more holistic approach, improving face to face communication. This approach can lead to more concise solutions, ultimately saving time and resources.

Regarding your point on design, I agree that there's a common misconception about Agile equating to quick and careless work. Agile's principle of "Continuous attention to technical excellence and good design enhances agility" is often overlooked. Proper design often is more costly than many realize, but cutting corners in these areas lead to higher long-term costs.

Yet, about "strong" and "big" leaderships, Agile promotes small and autonomous teams, rather than environments have imposing rigid leadership. Self-suficient teams are more agile, can quickly adapt, and make efficient decisions for their problems, while maintaining coherence in architecture and design. This approach, supported by practices like Domain-Driven Design.

And all of this reminds me (did you hit the nail on the head, Doug?):

- "The best architectures, requirements, and designs

emerge from self-organizing teams."