[ssi1111]

Fake agile does not work. Large enterprises come with all their problems in processes, tools, skills, etc. They hear this new buzz word and latch on to it. They take this new thing to their teams and ask them to implement it. And all this while, the upper management just knows how to pronounce the word "Agile"; they have no clue what it means or the work needed to "implement Agile". So upper management is never in a position to help the teams. Most times, management does not want to change the existing tools, processes or grow people's skills. And so agile fails - because people want the benefits of agile without doing the work.

[Karunamon]

I've got a coworker (absolutely brilliant fellow) who bristles whenever he hears buzzword-compliant terms like ITIL and Agile brought up anywhere near management.

Not because those terms mean anything even remotely bad (in fact, he agrees with a lot of the philosophies), but because those terms come pre-loaded with a lot of baggage and preconceived notions by management, and saying that we have an agile-like process is just begging for some C-level with not enough work to do, to get involved and begin dictating requirements they don't understand.

I doubted this until I saw it happen personally a couple of times.

The process is completely, totally meaningless (and in many cases actively harmful), unless you also get the culture change to go with it.