Agile fail consistently in larger organizations. There are many reasons for it and here are my takes on why Agile currently fail very often:
Agile is an operational model. Its origin is in the operations part of the organization and its design is on the operation part. By that I mean it has little to no tools for the steering part of an organization. This means that it clashes hard with the strategic aspects of companies as it lack input on portfolio management, change management that leads to projects and business requirements. It has no tools for resource management, external workforce collaboration and so on. This makes it one dimensional and more often than not very much at odds with the steering processes.
Agile lack boundary overlap aspects. Agile is designed around a single work team that is assumed to have autonomy control over a system or product. This is rarely true in large organizations where teams are part of larger organizations or even split between multiple systems and products. Collaboration is defined within the team, but there are no collaboration over team or project boundaries. This cause friction and bastardizations is made to cope.
Agile is for extroverts. Without defined roles and with no real guidelines for how to work with requirements and design aspects Agile is poorly suited to Introverts. For Agile to work you need a constant communication to be flowing and you need most of the team. This is highly disruptive and the content switching will take a heavy toll on the introvert team members and of course anyone who need to be able to focus to do their work. The focus on information flow rather than clarity and structure is often not a popular work environment for many developers.
Agile is often turned into Ad-Hoc. Without proper flows from steering and no formal requirement process Agile often become an ad hoc experience where what to do change constantly. This cause a stressful and damaging environment for the team and it has been the cause of many people getting burnt out or leaving for other work conditions.
Agile is turned into Waterfall with stand up. When Agile fail because of the above you usually end up in a situation where you have a Waterfall methodology dictated by the steering process (usually ITIL based) so you end up with a sequential workflow with stand-ups. In best case you might get sprints as well, but that is pretty much it.
For Agile to succeed it need to recognize that there are always two processes in place: The Steering and The Operational. You either need to ensure the touchpoint between then work, or make sure that the Agile model works for both. SAFe is an option, but it is not Agile and quite honestly you can just as well have ITIL on top if you like because both are just steering and control processes.
My assignment was to make a new design for the web based user area based on the graphical profile from one of ChessIT's clients. The design had to be light in terms of changes as the project had hard deadlines. I worked with the client and the developers to find a balance between the two that satisfied the requirements and respected the time constraints.
My assignment was to review and build a new work process with JIRA & Confluence as tools for the development efforts at Axfood. Based on the SAFE agile process with practical experience in making projects actually become a reality I built a process that was custom-made for Axfood and their specific challenges.