[passive]

I don't know how the author is doing Agile, but it doesn't match my experience. I've implemented "Agile" processes on four different teams, and while certain aspects were more successful than others in different contexts, nothing was at all like what is described in the article.

For starters, a very significant part of the article relates to performance anxiety over story points. Over 6 years of doing this, I've had two instances where people were called out for not putting points on the board, both of which came from outside managers not familiar with Agile.

Besides that, one of the core tenets of Agile is that you adjust the processes to work for the people involved. Trying to enforce some arbitrary subset of Agile processes on a team is a recipe for failure and frustration.

This reads to me like "bad managers are bad at managing Agile processes".