I've found that organizations who strongly embrace agile or other management fads/tenets are often recovering from one or more projects that took too long or we

I've found that organizations who strongly embrace agile or other management fads/tenets are often recovering from one or more projects that took too long or went over budget... someone got blamed, someone hired a consultant or read an agile book, and the next thing you know the rules of agile are used as weapons in whatever internal political battles predated the change. Or, non-technical management is being criticized for too-slow development and an exasperated engineering/product team resorts to agile as a method of radical transparency (you were on board with the sprint plan, we delivered, so stfu, etc.) I'd say any of these are pretty big warning signs about an organization's culture... in particular they likely reveal that the culture doesn't appreciate good engineering practice or good product practice.