Where I work the dashboards and performance metrics for production applications and infrastructure is available to all in all environments.
Being told something is one thing. Being shown is another thing entirely.
On the subject of agile nothing in agile says don't plan, don't document, don't <<insert essential discipline here>>. Lack of planning is not a weakness if agile. It is a weakness either of understanding or of the people implementing agile approaches.
I keep reading https://ronjeffries.com/ as he addresses a lot of misconceptions about the movement of which he was one of the founding fathers.
If what you are building is successful it will change the way in which the organisation works. The theory of constraints says that there is ONE key constraint at any one time. If your work addresses this constraint then another will emerge and it won't necessarily be one you foresaw. That is why the agile manifesto values adapting to change over following a plan. It does not mean DON'T PLAN or DON'T FOLLOW A PLAN. It means that if a change in situation occurs evaluate whether the change that has occurred requires a change to the plan.
The emphasis is on what delivers business value. There has to be a holistic view of what constitutes business value. It cannot be what delivers value for a spoilt brat screaming for a lollipop. It has to be from the point of view of sustaining a pace of work indefinitely. If that means stepping back and providing suitable metrics dashboards for the team, operational play books for the team and the consumers of their software product, then so be it.