The capital A is associated with dogmatic practices like Scrum, but also even sort of the over-commercialization of agile by consulting firms and vendors selling solutions around it. I think that's led to a feeling of being sold sort of a, like you said, a dogmatic or religious sort of approach to development. There's not maybe always some one-size-fits-all approach that works well. So I think your description of capital A versus lowercase A really hits at that.
Brent Strange, Director of Engineering Excellence at GoDaddy, has a unique perspective on the role of an internal enablement team because he focuses more on the people and processes instead of tooling. Here he shares his perspective on org structure, as well as the role of agile coaches and his response to some of the negative views that exist towards Agile.