ITIL is common enough, as are less formal strategies adopted by project delivery teams, departments and more lateral communities.
Without organisational support for agile adoption, from C-level down, agile is very unlikely to be successfully implemented because at some point the team who collectively contract to deliver a testable result in a sprint will derail, or be derailed by a conflicting schedule.
I guess it's the same phenomenon that was observed when people noticed that the waterfall software lifecycle was more of a spiral model, and started exploring Rapid Application Development techniques. There's nothing new under the sun.
Without organisational support for agile adoption, from C-level down, agile is very unlikely to be successfully implemented because at some point the team who collectively contract to deliver a testable result in a sprint will derail, or be derailed by a conflicting schedule.
I guess it's the same phenomenon that was observed when people noticed that the waterfall software lifecycle was more of a spiral model, and started exploring Rapid Application Development techniques. There's nothing new under the sun.