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 mechanisms of protection from the other side at the level of their managers 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 rejects the agile principles, no matter what is said, a waterfall works between them.
This rejection, actual but not called, blamed by ardent agile supporters, but not by managers who measure the value of an inflexible division by other metrics. This means that any agile transformation of corporations 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.