One-side cultural change is impossible. If increased agility requires increased trust, it must be equally increased on both sides — the product team and the business. This is unlikely to happen if each of them has their own protection mechanisms and has a great experience of compromising opponents, which is always present in organizations with a long history.
High trust inherent to the small groups. Therefore, agile principles are naturally accepted in start-up teams and just as naturally rejected in the corporate projects, despite declaring it. If one side doesn't trust the other, no matter what is said, only waterfall works between them.
The rejection of agile methodologies, actual but not called so, can be blamed by ardent agile supporters, but can't be fixed by the managers who measure the division value in different metrics. Therefore, any corporate agile transformation always stops at the borders of divisions that work efficiently enough without it, or effectively demonstrate their work. So it stands there, before the digitalization in the round.