Many engineers/Creative professionals chafe at being told how to work, so they will resoundingly push back on any procedural change. Usually you'll find that as an individual contributor you have wide latitude to develop in any manner you see fit as long as you earn the trust of your manager and can satisfy his leadership's tracking requirements.

On paper I often work in a scrum team, in practice I subdivide my own work along arbitrary story guidelines to make sure that at the end of the spring I have the requisite number of points + 20% on average. If someone else needs to pick up some work, I'll slice off a whole workstream for them - and then we'll subdivide the workstream to have the requisite number of points + 20% for them as well. I've worked in agile shops for 8 years at this point, and this approach has yielded the best results for both myself and the company - but "not using scrum/agile" is a great way to be viewed as rocking the boat in an unhelpful manner.

Process improvements are typically valued at zero unless and until a director (or above) is annoyed by the issue addressed or, worse, their bonus may be impacted.