> I would suggest that if something is so hard to get right, then maybe it's not such a great methodology after all.
Here is the thing, though: Agile is not a methodology. That's why, whenever people get sold a methodology and complain about it, they get the answer:
> "but that wasn't real agile."
As for why it's so common for people to buy "agile" from consultancies and end up with bad results, I would argue that "agile transformation" is a market for lemons [1]. It has been so for a decade now. For the interested people, I would suggest to learn about it by yourself from non-commercial sources, and to learn what you're talking about before contracting consultants.
Here is the thing, though: Agile is not a methodology. That's why, whenever people get sold a methodology and complain about it, they get the answer:
> "but that wasn't real agile."
As for why it's so common for people to buy "agile" from consultancies and end up with bad results, I would argue that "agile transformation" is a market for lemons [1]. It has been so for a decade now. For the interested people, I would suggest to learn about it by yourself from non-commercial sources, and to learn what you're talking about before contracting consultants.
[1]: https://en.wikipedia.org/wiki/The_Market_for_Lemons