Well said. A friend of mine is another company are supposedly moving to "Agile". Their approach is to have whole day meetings to discuss how it will work! Three months later they're still planning how their Agile, Scrum based thing will work. The conferences, the consultancies, the big companies, etc. really have destroyed the essence of the Agile manifesto in many ways.
It's not that they've destroyed the essence of the manifesto, it's that the organization is simply inherently not agile, and incapable of dealing with agility. This is pretty common for large organizations (thought there are also a lot where it kind of works). Their real problem isn't so much the introduction of Scrum, it's changing the very nature and culture of their organization. They should focus on that first, and then Scrum will follow naturally.
That's why I like to make the distinction between little-a agile (the non-dogmatic vision of the original manifesto) and big-A Agile (rigid, sold as a product methodologies backed by expensive certifications).
