If we even look past the 15 years of Agile and into the 50+ years of big-business software development, looking at the differences between the organizations that succeed and the far, far more numerable organizations that fail[1], then I don't think we see any differences that come close to touching the technology or individual work habits of the employees. The differences we see are organizations who trust their employees to be experts, and organizations who try to manage top-down.
Centralized, authoritarian structures, whether for business or government, are where the "lack of agility" come from that the Agile Manifesto spoke against. Creating a new set of rules called "Agile" that such a centralized authority can impose on its underlings doesn't change that.
[1] by some metric, either by time or budget or employee health and retention, which is really just a failure of budget that has been paid for in a way that doesn't show up on the accounting sheets.
Centralized, authoritarian structures, whether for business or government, are where the "lack of agility" come from that the Agile Manifesto spoke against. Creating a new set of rules called "Agile" that such a centralized authority can impose on its underlings doesn't change that.
[1] by some metric, either by time or budget or employee health and retention, which is really just a failure of budget that has been paid for in a way that doesn't show up on the accounting sheets.