This resonates with me.

I've experienced a few "agile transformations". They almost never stuck. The thing that mostly worked was creating teams with a majority of experienced agile devs, people willing to self improve and execute. And when the job is over, it all starts falling apart. Some team members might be believers now, they become disillusioned and leave. Some might have been good followers, but quickly conform to the old ways. You only have a temporary influence on a single team or project. You can't change a company's culture like that, without it hitting rock bottom first. This is very similar to overcoming addiction.

I've long wondered why NUMMI worked where others failed, something I believe is largely ignored in most literature: the factory closed. All the workers were out of a job for several weeks. And in comes Toyota with jobs for many workers, with the hopes of giving every single worker their job back.