I think the big divide here is between tech companies and non tech companies.
Tech companies can look at the agile manifesto and use it as a heuristic guide, because engineers are already kind of on the same page about it. You don't need heavyweight process etc.
Non tech-companies need the window dressing of tech companies to retain their best engineers, but ultimately agile is kinda telling them to turn everything upside down and also threatening to make them superfluous. Nobody is really up for that.
So agile in non-tech companies is Kabuki theater and engenders cynicism, and agile in tech companies is basically superfluous "water is wet" advice no one even bothers to comment about.
You'll notice a lot of these blogs about how agile has failed are coming from consultants, who are basically brought into traditional companies that are struggling with some part of this process, not tech companies.
Tech companies can look at the agile manifesto and use it as a heuristic guide, because engineers are already kind of on the same page about it. You don't need heavyweight process etc.
Non tech-companies need the window dressing of tech companies to retain their best engineers, but ultimately agile is kinda telling them to turn everything upside down and also threatening to make them superfluous. Nobody is really up for that.
So agile in non-tech companies is Kabuki theater and engenders cynicism, and agile in tech companies is basically superfluous "water is wet" advice no one even bothers to comment about.
You'll notice a lot of these blogs about how agile has failed are coming from consultants, who are basically brought into traditional companies that are struggling with some part of this process, not tech companies.