This is a response that I provided to a blog post where the business partner was frustrated at the lack of progress and ultimately frustration and finger pointing that took place at their company:
Before a companies leadership commits to an Agile ‘transition’ they should clearly outline their objectives and confirm with the leading coalition their expectations, good communications and ongoing participatory support are essential. A good transition can not be handed over the wall for others to complete. There are team level bottom up initiatives which can only carry so far without making organizational changes to create a supportive and sustainable ecosystem for them to survive. For example, taking a close look at the value chain (concept to cash) for various product family lines and building supporting application systems to service them, as opposed to technology or component teams to do the application development, often runs into friction implementing across established organizational fiefdoms – but these are the actions that would be needed to reduce dependencies across development teams. These frictions, and dependencies, become exponential once you start to scale operations. Additionally, lack of support for automation in QA and using DevSecOps for CI/CD also hinder the flow of development. So I am not sure of your specific case, but these conditions are example behaviours that I have observed where I see the most frustration.
This is why it is important to state the goals and objectives of a transition up front, so they can be used to drive change at a leadership level, or whatever level is required, to help meet expectations – and reduce frustration.