Exactly. Agile does not scale to the problems management wants to apply it to, so they rip it to pieces to make it fit. We have features contractually committed before development even starts, months-distant deadlines with predetermined deliverables, products with multiple owners, and scrum teams where people have the barest understanding of the work that their teammates do. We even have inter-team dependencies that mean any change of direction by a team will hang other teams out to dry (and what is more essential to agility than the ability to change direction?) A well-managed waterfall process would beat the hell out of the travesty of Agile that we practice now.
But nothing would fix the bogus and stunting idea of a division of labor between "architects" and "developers."
But nothing would fix the bogus and stunting idea of a division of labor between "architects" and "developers."