I've seen agile coaches be amazingly helpful...generally explaining to the VP why "pinning all three points of the PM triangle" is impossible, and why they have to pick either date or scope, not just throw headcount at it, if they want to continue to claim to be agile (let alone be successful.

That said, every agile process needs to be treated for what it is; maybe a decent starting place, and probably a collection of good ideas for the context it grew out of, but not directly transferable; the whole point of a retro (the one meeting that the agile manifesto actually stipulates) is to modify the process for the team.