I've actually done a GREAT job. These teams shipped.
But I realized that they didn't ship because of the actual methodologies but the core set of values we implemented as a team.
ergo, these methodologies are a sham.
I was responding to @scott_w saying that process change not taking root isn't the consultant's fault, because companies don't want to pay for good process change. I disagree: I think it's the consultants job to be clear about what's needed to succeed, and not work for companies that don't want to pay for good work.
Regarding methodologies, I agree that successful teams internalize the principles behind their methods and leave the by-the-book methodologies behind. I think you're being overly cynical, though. Beginners need a concrete place to start. It's like saying cookbooks are a sham because expert chefs don't need them.
The turnover issue we're seeing in the industry definitely doesn't help with seniors leading the way. which ends up being a problem top to bottom
What agile/scrum was supposed to do was kill waterfall, and provide more transparency in how a project it product was actually proceeding with demonstrations of execution or lack thereof.