The previous big bank I worked at did this all, they had an agile coach and multiple scrum masters. The agile coach would essentially sell agile to management,

The previous big bank I worked at did this all, they had an agile coach and multiple scrum masters. The agile coach would essentially sell agile to management, and then blame development teams for not delivering what he sold. Building a product almost became irrelevant. We seriously had a full day of sprint planning. Even had meetings where we had to deliver a feature in two weeks, and the agile coach put us all into a room to figure out how we could use agile to deliver this. He also constantly pushed his technical implementations, despite being a non-technical person. I believe of the 12 devs across two different teams, only one of them remains at the company today. My first instinct was try and fight it, try to explain why this wouldn’t work. But you quickly realise the agile coach wasn’t there to help development teams, he was there to sell agile, so he could remain employed.