I don't think it's that complicated. IME, it's more of this: 1. Holding a Sprint Review is easy 2. Actually acting on the output of the Sprint Review and maki

I don't think it's that complicated. IME, it's more of this: 1. Holding a Sprint Review is easy 2. Actually acting on the output of the Sprint Review and making concordant changes is difficult, time consuming, potentially expensive, and possibly disruptive. Add in a little bit of Cargo Culting and blind obedience to a process that was published by Somebody Else, and it's pretty easy to see how an organization could fall into a pattern out having shallow, useless Sprint Review sessions that are done simply for the sake of doing them, but yield no real change.