To me the single most common evidence of failure to perform "Agile in spirit" is management holding specific teams responsible for missing a deadline after a feature or due date was changed. It shows that the management doesn't understand software development. If you think you can add features or move delivery dates to the left without consequences, you've misjudged your entire industry.
Yeah, my former wannabe-boss was very surprised to realize that splitting the company in two and selling one part during my onboarding period might have a negative effect on my productivity.
We're not doing a very good job of picking the right people to manage things; quite the opposite, in many cases whatever success is despite the leadercrap we have to deal with.
