A common dynamic that is roundly ignored in many discussions about Agile and self-organization is that once a workgroup has internal consensus on what is to be made, and once that workgroup decides to function as a team, the team is the primary stakeholder, and the team works for itself. This condition in no way predicts whether the impact of the team’s effort will land at any particular point along the span between Unacceptable and Highly Preferred for parties outside of the team. It does predict that the workgroup understands how whatever impact is generated actually occurred. Agile is predominantly about the impact of working methods on the workgroup. Working Better is the deliverable of all support mechanisms applied within the Agile culture. What the work produces is another matter, which immediately becomes about value management, not about work. The “bottom line” for any workgroup is that its purpose is to be a provider, and if it does not turn out to be an accepted provider then it will probably get either reformulated or replaced — a matter of accountability that is actually external to the value of the working methods to the team.