Fortunately with cloud and open source tooling, there isn't anything to buy. And management is already excited about cloud because they read it in CIO magazine and their buddies mention it on the golf course.

The only thing needed is training on proper usage of the tooling. But that can come about organically when companies accidently hire a few competent engineers.

That's my organization. Most of the actual work doesn't go through either process because the engineers know if they start discussing things in the sprint planning a manager will pick it up for a multi-year "investigation".

I would argue that management often doesn't truly understand "Agile" beyond "software engineers should operate this way." In my organization, the engineers are willing to be disciplined with Agile practices, but product management has no interest in real planning that would achieve a manageable backlog across releases. Instead, they change release scope numerous times, and nearly every release cycle runs long because we never finish what we start--by the final iteration we are working on entirely different stories than what we groomed in iteration #1. To them, "agile" means "do what we want whenever we want it."

But people dragged the diagram out of the paper to create the idea that waterfall was a good thing. Boyce actually made fun of the idea.