Vision is so important in software development. Without the engineers understanding the overall vision, they can't resolve ambiguity in their daily work without consulting someone who holds the vision.
If the engineers don't understand why they're doing any of these things, then they can't fill in the gaps logically. They can't suggest improvements, improvise, or have confidence that they're moving the organization closer to the vision. Teammates talk past each other. One person has more of the vision than another, but doesn't know that. Misunderstandings are common. The track being laid from each end doesn't meet up in the middle.
Every little bit of vision transmission compounds in value. The decisions we make today form the foundation for work that comes later. A misunderstanding in vision today requires re-work tomorrow, a week from now, a month from now.
One of the things that can get left behind in the just-in-time fashion of Agile sprints is that the team can get lost in the weeds. We have to remember that we're building toward a significant milestone of some kind for the business, not just a random sequence of tasks.
It's difficult when backlog items are being entered by one person or a small group of people separate from the engineers and QAs who will be actually building and testing the stuff. They get queued up and drip-fed every two weeks to the broader team. But often there's no shared context transmitted to the whole team about what broad goal we're doing all these tasks for.
Sprint goals are tricky to set. But if a team can't ever seem to define a clear sprint goal, that's almost certainly a sign that the team is lacking a vision.
People like to make fun of heavyweight methodologies like SAFe, but doing a Program Increment Planning event--although tedious--sure does get everyone on the same page with a shared vision for the next few months of work.
Most of us are not working on the Manhattan Project--the end goal should not be obscured from the individuals making the parts. In fact, the end goal should be so clear to everyone that any person on the team could describe it clearly in their own words.
