The fundamental issue, I think, is that there is a strong tendency for management to value process (measurable) over progress (often seems like nothing for weeks or months and then bam out of “nowhere” revolutionary new features.

Agile, scrum, etc al are supposed to be guidelines for engineering teams to maintain coherence on progress, but they describe a process, so inevitably management either interjects in the process, tries to use it as a handle to control the process, or pulls engineers out of the project to “manage” the process… all at the expense of progress.

Management can’t see progress, but they can see process. So naturally, they become focused on what they can see, and conflate the process for progress.