The Agile Manifesto came into style, then predictably a cottage industry of small companies grew up around it, with the business model of charging Fortune 500s huge amounts of money to train their Engineering departments. I've sat through such training before, and I can say without doubt that the day our company took "agile training" was the day we stopped being agile.

We overlaid an efficient process with a ton of bureaucratic busy work. We came out the other side of it with an army of PMs (read: Jira configuration experts). Engineers had less time to engineer, with constant flow-interrupting meetings where they became trapped in a morass of Gantt Charts, "deliverables" spreadsheets, etc.

We had many employees for whom English was a second language, and interestingly none of those I talked to realized that "agile" was an actual word, meaning "nimble, quick, dexterous." Nothing about the new process conveyed any of those qualities. It was basically classic waterfall, with stand-up meetings thrown in. Rigid project management methodology is definitionally opposed to agility.