Sometimes it seems that jokes about management implementing Agile to do more with less aren't far from the truth. I've rarely seen development teams understand Agile as anything more than a set of ceremonies, most often associated with Scrum.
In my experience, attempts to optimize team performance often boil down to changing the internal processes within the team itself. Meanwhile, critical decisions are made outside the team, remaining in a waterfall model. This creates a disconnect: on one hand, company management strives for the flexibility of Agile, while on the other, they continue to follow rigid patterns, limiting the team and preventing it from fully realizing its potential.
