If you have good teams basically all you need is a thin layer of process that prevents total chaos, kanban is a good fit for that, but most teams implement kanban in a cargo cult manner.
I've worked on sales driven teams where I fundamentally trusted the sales guy because when he said if you make feature X I can sell it for $Y dollars and we made bank doing that.
Conversely I've worked on teams where everyone was trying to avoid being fired and would only make decisions that were defensible, eg. company X is doing Y so lets do Y, resulting in the usual follow the leader failure.
See -- The Holy Scrum War - http://blog.aha.io/index.php/the-holy-scrum-war/
The sad thing is that the Panamera (in stark contrast to any rational thought and sense of aesthetics) is not a complete commercial failure. People with too much money are weird.
This so much.
Fad diets mostly fail because people go back to eating the same shitty way they did before, just as when a team adopts kanban marketing and product go back to the same stupid way of doing things they did before.
The sad part is that in the vast majority of organization engineering actually knows more about the product than product or marketing.
The core of it is that most engineers don't want to work on the stupid fucking ideas that product and marketing come up with instead preferring to make the product 'good' instead of creating feature parity with some competitor.
If product and marketing were actually good at their jobs they should at least be able to convince the engineers in their own fucking company that what they are thinking is a good idea. Right now I'm picturing the eye-rolls at Porsche when product and marketing announced the idea for the Panamara.
http://blogs.cars.com/kickingtires/2012/09/of-course-we-need...