That's because agile provides hype to everyone in the company, not just developers. Every single agile consultant I've met was a mediocre programmer at best.
What rich says, on the other hand, is pure gold as you said. But it needs to be understood before its value is seen.
It's hard to sell to the manager who has no clue what all of this means, even harder to compare the tradeoffs with their current approach.
I know very well who Rich is, but I don't know (and don't want to know) any of the "agile" proponents.
Early on in the movement, one of the big names who also had some fairly close corporate associations came to speak at a user group meeting hosted at my then BigCo location. I even passed news of the event around so that interested parties in our local shop could head down after hours and have a listen.
I felt rather bad afterwards for having done so. One of the more useless talks I've attended. Very superficially prescriptive (you should do X; Y has seen benefit Z), with no meat to the description (or prescription, as it were).
Agile may well have its place. But its intersection with BigCo life, as anecdotally exemplified in this fellow, seemed to be just more of the "same old same old". New words, same shit.
It surprises and disappoints me that he is not as well known nor revered as the agile craftsmanship peddlers.