The consultants will blame the culture. The executives will blame the teams. Both are wrong — the real culprit has a title, a budget cycle, and a very good reason to want things to stay exactly as they are. Picture the scene: a large financial services firm kicks off its Agile transformation with a two-day offsite, a keynote from an expensive consultant, and a glossy set of values printed on foamcore board in every meeting room. Eighteen months later, the sprint ceremonies are still happeni...