A thousand times, this. In my experience, this stems from the shocking number of "Agile Coaches" lacking practical experience in any of the three main discipli

A thousand times, this. In my experience, this stems from the shocking number of "Agile Coaches" lacking practical experience in any of the three main disciplines within a functioning product team (software engineering, product management, or design). So while they can introduce the high-level rituals -- standups, retrospectives, and the like -- they are unable to teach battle magic: building code that can cope with changing user requirements, writing specifications that make sense to both stakeholders and engineers, and figuring out what problems we acutally need to solve to get people to buy and use the product. Moreover, they undersell just how much an organization needs to adapt to actually leverage any of this. The end result is exactly as you describe. In my experience, companies that succeed with Agile practices are the ones that (a) constantly invest in their people; (b) delegate problems, not solutions; and (c) are ruthlessly rational, requiring that each new practice or idea pays its own rent.