There absolutely are engineering teams that like the routine and rituals of sprints, their version of "Agile", etc. And thrive, in a sense. (But I've not heard of anyone liking anything about on-call, except for extra pay.)
I'm normally concerned when that seems to be going on, especially in a startup...
For example, in a big company, the problems and coordination and politics are usually hard... so you might "thrive" if all you need to do is sprint tasks, you feel individually unblocked and productive, your individual metrics/reviews look good, and maybe your team looks good as far as anyone can tell.
I'd be careful with that in an early startup, which usually (unless it's more a "growth" scheme) needs to be more effective, efficient, and creative than a large, entrenched company.
(You can have some people be doing such brilliant holistic coordination in a startup, so that others can just go through routines and rituals, with their ducks lined up to plink, and get the right great startup execution out the other end... But I don't know how often or how well that actually happens.)
I'm normally concerned when that seems to be going on, especially in a startup...
For example, in a big company, the problems and coordination and politics are usually hard... so you might "thrive" if all you need to do is sprint tasks, you feel individually unblocked and productive, your individual metrics/reviews look good, and maybe your team looks good as far as anyone can tell.
I'd be careful with that in an early startup, which usually (unless it's more a "growth" scheme) needs to be more effective, efficient, and creative than a large, entrenched company.
(You can have some people be doing such brilliant holistic coordination in a startup, so that others can just go through routines and rituals, with their ducks lined up to plink, and get the right great startup execution out the other end... But I don't know how often or how well that actually happens.)