Greetings Camilo,
Interesting question. I've consulted in a good number of organizations, ranging from fairly large to small. Large enterprises are like ships, hard to steer. More often than not, we see pockets of agile in such enterprises, and usually they come from
grass roots initiatives on the parts of interested teams. The nice part is that there is much about agile that you can do within a team, things that do not require the approval of the rest of your organization. The downside is that you can only go so far with such sub-team optimization before you realize the bigger problems (the ones in the rest of the organization that you can't change) are holding you back.
If you are interested in agile, and have begun practicing it, the
cards can provide some positive impact. One thing is that they demonstrate that there are other people out there trying agile, that agile is real, and that there are both good ways and poor ways to approach it. Suppose someone says, "We seem to be getting off track here;" at that point you can bring out the Retrospectives card and talk about a structured way to begin addressing the issues.
We do also have a few
cards that talk about why people resist agile, and as well about some of the common pitfalls and challenges. You might also visit our blog site for additional material around this topic of helping people transition to (and understand better) agile.
Both Tim and I have encountered shops where agile is mostly just a buzzword, a new set of terminology for the same old thing, or worse, an excuse for increased management "governance" (... which is really the opposite of what it should be). You don't want that! Our goal is to help you understand how to put together a solid foundation for doing agile with at least some chance of long-term success.
Regards,
Jeff