That's what I meant by "overlooking the company's context".
I think the case you describe is where consultants can be a net win, for the very reason you mentioned: dev departments at non-tech companies. These companies are usually happy with "its quirky but works" software since it gets the job done and allows them to focus on their core skills. There's nothing wrong in not having programming as your core expertise.
What I was describing is my experience seeing consultants and Agile brought in at companies where software development is their main area of expertise.
I think the case you describe is where consultants can be a net win, for the very reason you mentioned: dev departments at non-tech companies. These companies are usually happy with "its quirky but works" software since it gets the job done and allows them to focus on their core skills. There's nothing wrong in not having programming as your core expertise.
What I was describing is my experience seeing consultants and Agile brought in at companies where software development is their main area of expertise.