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I think the argument is that if it's so hard for most people to see the difference between "Agile" and "not Agile", maybe Agile is unsuitable for most.

In my experience barely anyone who claims to work Agile ever looks at the values or principles, or reflects about their own work in a systematic way. Scheduling Scrum meetings is easy. Applying Agile principles to your actual work is difficult, especially if you are already overwhelmed by Scrum.

People like Scrum because it distracts from Agile and doesn't interfere with your work much. You can serve time in Scrum meetings, then return to your actual work. Scrum fills a void, but doesn't ask any hard questions. Don't think about what you are doing, just show up to the meeting and go through the motions.

People like to follow pre-made structures like Scrum. They don't like to define or change them. You could potentially insult someone. "The Scrum Guide says so" is less personal than "it makes more sense to do X". Clinging to a fixed process like Scrum inhibits being actually Agile because Agile is all about changes. Change requires courage. Most employees don't feel like courage will be rewarded. In our culture, courage is reserved for big companies or top-level management.

In short, that's why "Agile doesn't work".