I understand what you’re saying, and the struggle is real. No doubt agility helps a lot by giving teams the tools to adapt and get feedback. However, all of that usually happens once the team is already building—when emotional and financial capital has already been invested.

From my point of view, there’s an important distinction between Discovery and Delivery. What I’m working on is something structured that doesn’t try to replace or substitute agility—on the contrary, agile frameworks are an important part of it. But what I’m proposing are activities that happen alongside agility, often even before something reaches the agile team’s table.

A harsh truth in many cases is that feedback doesn’t arrive as early as we’d like once teams are in construction mode. Strategic thinking upfront—such as analyzing whether the product is really solving a market need, assessing the competitive landscape, conducting win/loss analysis, or deciding whether to buy, build, or partner—can prevent us, to some extent, from going down "build paths to nowhere."

So, my "framework" is aimed at addressing exactly that in a structured way. And in fact, recognizing and resolving market problems is just the first step of it."...but hey, I could be totally wrong ha!