yes, non-agile organizations try to bolt on agile at the 'bottom' of the hierarchy, and that's a sure recipe for failure because of the significant impedance mismatch that causes. the c-suite wants to hand down directives, and the agile teams want to listen to the customer first, leading to conflicting interests.
an organization has to be receptive to turning the marketing function upside down (product being one of the 4 P's of marketing) to be really successful at agile. that's why consulting firms tend to be more successful than ordinary product/service firms at it, because they're already inverting the marketing function (to lead with what the customer wants and then trying to execute on that).
executives don't tend to want successfully implemented agile, as it undermines their control of (customer/market) information, and the organizational power derived from that.
In my mind, this sorta proves that most companies should not have in-house engineering divisions and instead most of us should be working for software engineering firms much like actual architects. This would likely also solve the career development/engineering pedagogy problem that is so lamented since firms would have better control over time internally.
an organization has to be receptive to turning the marketing function upside down (product being one of the 4 P's of marketing) to be really successful at agile. that's why consulting firms tend to be more successful than ordinary product/service firms at it, because they're already inverting the marketing function (to lead with what the customer wants and then trying to execute on that).
executives don't tend to want successfully implemented agile, as it undermines their control of (customer/market) information, and the organizational power derived from that.