Agile transformations don't die because the methodology is wrong. They die because the org chart was never redrawn. Picture this: a major European bank announces its Agile transformation. It hires a cohort of certified coaches, rebrands its project management office as a "Tribe Hub," and orders enough Post-it notes to wallpaper a football stadium. Eighteen months later, the Scrum ceremonies are running like clockwork — daily standups at 9 a.m. sharp, velocity charts updated every Friday, re...