> I think that a lot of the early agile movement was kind of a immune reaction against it, until it was too coopted by the suit people.

If you're in a hiring position it's important to be very, very selective about who you hire into any engineering management or even more agile-specific roles. I remembering interviewing for an "agile coach" in a previous role - the CTO thought we needed one - and the first two or three were basically the same: all had their acronyms and their flavours of how they'd memorised agile literature. Then one guy came in who did know all that, but was also ex-British Army and had a load of practical, insightful things to say. And that's who we picked, and he later became the head of engineering. Useful agile knowledge is practical and insightful. It's not theory.