"Thomas, we want to increase our revenue so we need to differenciate ourselves from other consulting firms. We need our services to be top-notch. Our customers don't know anything about Agility and processes such as SCRUM but I think I can sell them that. What can you guys do to help sell this?"
To which I suggested: "we can pretend we're doing a variant of SCRUM and label it '{{nameofcompany}}scrum'. I think a board in the middle of the openspace with neatly arranged coloured post-its will do the trick."
He said: "Great, thanks", then proceeded to increase our average daily rate by 20%.
Once a cowboy, always a cowboy... Oh and by the way, it worked.
Agility, as in the Agile Manifesto, simply works on its own. It might not define good practices, but at least it defines a set of good intentions and it's a working strategy that's simple to explain to team members. Everything around is nothing but ways to make more money, not ways to make projects work. My philosophy would be to sign the Manifesto (because it's good) and pretend to implement one of those methodologies (because it's cash), while you keep doing your job well in the way that best suits you (because that's what makes you happy).