I have seen several attempts to implement an agile approach to software development within large organizations, and in many (if not all) of those cases the end result has not been very compelling. This is in direct contrast to agile adoption in smaller, typically single-team, companies.
It’s natural enough to assume that problems with implementing agile processes in large organizations stem from some characteristic of the organizations themselves. Amr Elssamadisy, however, has a different suggestion. Perhaps some of the problems stem from the use of external agile “coaches”, and the way that they affect the way both the agile team and the organization operates simply by being there.