It goes both ways. I've been at a company that had "scrum coaches" that ensured the Agile practices were followed to the letter and fought against the higher ma

It goes both ways. I've been at a company that had "scrum coaches" that ensured the Agile practices were followed to the letter and fought against the higher managers when they pushed back in waterfall like ways. Agile was quite a success and we shipped a ton of bug free/stable released of our product in 1/6 the time as anyone in the corporate had bid the job at. The process also engaged and empowered developers far more than they had been in the past. Conversely, at another employer they pasteurized "agile" into their own canned "agile-fall" methodology that had many antipodal theoretical conflicts, resulting in just 4 week single iteration waterfall sprints. The results of said agile-fall were very lackluster as no one was empowered, and there no greater clarity into process for dev's. As such, there is certainly a right and wrong way to do agile. I'd say too many companies fear it because it let's the patients run the asylum (dev's) and reveals that you really don't need so many PHB's.