Re: Thank the heavens
Ironically, the problem is exactly the opposite - in that the 'Agile development process' doesn't really define anything concrete. The core premise was always fairly ethereal - to value conversations, iteration and discovery over hard strict formal processes.
The problem is most managers (and to be fair most devs) find a lack of formal process uncomfortable, and need a strict framework to work around - and after all you can't produce pivot tables & performance reports out of the 'Agile ether'.
So the 'Agile method' becomes enshrined in strict formal processes so the management can measure it & report it and the less capable team members; 'supported'. So it's not that most people 'do Agile wrong', it's that most people just don't do Agile at all - they just call it "Agile", and wrap it up in their familiar, comfortable (reportable) processes.
Of course the other extreme is the PM/PO that thinks 'Agile' means you just throw a wishlist over the fence and expect everything to happen by magic - on time & on budget.
Calling Agile boll@x is a luxury only those that code alone have, the rest of us have to work in teams - typically with a wide range of skill, experience and frankly basic engineering talent.
Personally the core premise I'd add to 'Agile', would be to abide by the "Mythical Man Month":
Hire fewer people, create smaller teams, pay them better. Expect great people to produce higher quality results faster, get out of their way, and allow them to get on with it.