Definitely. I think you're well on your way to reinventing what the originators meant by "Agile". The subtitle of the first Extreme Programming book, for example, is "embrace change".

I spend a couple of years at a startup I co-founded; requirements volatility was legitimately very high. We were very experimental, which meant we learned a lot, which meant frequent wild changes. We had a long-term vision, and plenty of theories about the future, but rarely planned more than a couple of weeks out.

This was honestly fine. The product manager (my cofounder) was really good at including us on the necessity of the changes, so it never felt irrational or out of control. Our process was highly tuned for minimum waste. And we were militant about a lot of quality-oriented practices, including unit and acceptance tests, pair programming, paying down technical debt, continuous deployment, frequent releases, and close collaboration with the product manager. That meant that however things changed, we were prepared.

I think if you can do it at a start-up that's shipping every few hours, it definitely works at much lower levels of requirements volatility. To me the real issue at scale is that if agency moves away from the team level and gets concentrated at the executive level, then decisions at least appear irrational, and often are because real-world information becomes ever more removed from the decision makers.