I've been a little disappointed to find out that aspects of this view are sometimes adopted at startups with a lot of VC funding, and not just enterprise companies.
Yeah, that is the one thing I would remove in this manifesto. References to "enterprise" as all sorts of companies are infected with this half-arsed agile mindset which is an insult to both agile and half-arses.
If they are small, then as long as they are releasing frequently and paying attention to what's happening in the real world, they tend to converge on an Agile-ish approach. And if they aren't, they are likely to quickly crash and burn, limiting their damage.
Enterprises worry me more, because there feedback loops are often broken. Nothing is pushing people toward sanity, and organizational dynamics often push the other way. Plus, they have plenty of money to hire consultants to prop them up. Which in turn creates a marketplace of very well-paid and well-marketed consultants who only sell half-assed Agile, because their clients wouldn't even want to think that they aren't getting the good stuff. And if there are enough of those companies and consultants, then the impression is that half-assed Agile is actually the norm.
