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Agile Transformations - an anti-pattern?

There's often a focus on "Doing Agile" vs. "Being Agile". Organizations get caught up in doing agile ceremonies, adopting frameworks (like hashtag#Scrum, SAFe), and implementing processes. They focus on the mechanics of hashtag#agile rather than the mindset and *principles*. This leads to "cargo cult agile" – going through the motions without understanding the underlying purpose or achieving real agility. Often transformation is seen as a project, and not continuous improvement. "Agile Transformation" is often framed as a project with a start and end date. This contradicts the agile principle of continuous improvement and iterative delivery. It becomes a costly, lengthy endeavour, in itself, ironically hindering agility. Process is placed over outcomes. The transformation focuses on implementing new processes and frameworks, often without clearly defining or measuring the desired business outcomes. Metrics become about process adherence (e.g., velocity, story points completed) rather than business value delivered (e.g., customer satisfaction, revenue growth, reduced time to market). The transformation itself sometimes perversely involves bureaucracy and slows everything down. Ironically, the "agile transformation" can become a bureaucratic, top-down initiative that slows things down. Layers of management and specialized roles are created around the "transformation," adding complexity and hindering the intended agility and speed. The "Why" is forgotten. Organizations embark on agile transformations because they see others doing it, or because they believe it's the "modern" way. They often fail to clearly articulate why they need to be more agile and what specific business problems they are trying to solve. This lack of clear purpose makes the transformation directionless and prone to failure. Many transformations attempt to implement agile in a "big bang" approach, which is risky, disruptive, and often fails to deliver the intended benefits. Agile is about iterative and incremental change, so transformations should ideally reflect this. Instead, start with defining clear business outcomes and use agility as a means to achieve those outcomes. Focus on delivering value iteratively and incrementally. Embrace a culture of continuous learning, experimentation, and improvement. Agile should be an ongoing journey, not a destination. Agility requires broader organizational changes, including culture, leadership, and structure. It should be all about enabling value delivery ... continuous, sustainable, responsible delivery of great product outcomes, quality experiences, ... you should be able to safely embrace change for value creation. I instigated my first hashtag#AgileTransformation, about 30 years ago, as a graduate software engineer, with the ideas of Evolutionary Delivery, or Evo. Over the following decades I've experienced many "agile transformations", many of which lost sight of the actual goal of hashtag#agility, which is to improve business outcomes.