Don't know about the OP, but I do work in a large enterprise co that claims to be "agile". And it suffers for exactly the reasons brought up by the OP. A rece

Don't know about the OP, but I do work in a large enterprise co that claims to be "agile". And it suffers for exactly the reasons brought up by the OP. A recent project was being developed by the "product organization" for 18 months as pure slideware that never went anywhere (included Product Managers, Designers and Software Architects). When engineers were finally made accountable (partially on me pushing to do so lest it remain slideware), they were able to throw almost all of it away and ship something of value in 3 months. Of actual business and customer value. The organization still opposes involving them from the start and makes them mostly waste time filling up useless JIRA tickets so someone (not sure who) can claim it's all tracked and recorded. Product Owners and Product Managers are generally mostly a hindrance: they are there to stop work from happening, or when it happens, to stop it from shipping because it's missing this and that. They claim to be agile, but can't react to any reality check nor figure out to iteratively ship something. And they believe they are to be the source of all ideas, with engineers there mostly to estimate work and then build it according to that estimation. True agile produces software of higher quality faster than any other approach. Unfortunately, corporations don't buy that and instead write hundreds of pages of docs on how to do agile their way.