> I am practically drowning in stressed-out managers trying to figure out how they can do Agile better.

I think this highlights a big problem with Agile in many dysfunctional organisations. Management and execs think that “agile” means speed. That adopting agile will shorten the time needed to ship.

The author’s contention that a backlog growing at a faster rate then work getting done also belays a misunderstanding of the purpose of agile.

The author would be correct if everything on the backlog needed to be done. But that’s not the point. A backlog should consist of stories that express a unit of business value. So, that value can change and not everything on the backlog should be seen as having to get done.