In the technology industry, there has been a rising chorus of questions about the role of the executive in Agile adoption. The recent acceleration of Agile adoption has a lot to do with the frequency of the question. Here's the other reason: Agile has been around long enough for a collective contemplation of lessons learned. In the after action reports about Agile implementations, executives regularly appear as major characters.
Given the ripple effects of Agile adoption throughout a technology company, it would have been surprising indeed if executives had played only a minor role. When the development team changes when and how it delivers new technology, everyone (Sales, Marketing, Support, Consulting, etc.) is affected in some way. With Agile adoption, executives who are already trying to bring departments into greater alignment face another potential source of misalignment. At the same time, as Forrester's research into Agile adoption in the tech industry shows, executives are less able to influence the priorities and activities in Development. If the executives don't really understand Agile, or haven't invested much in making this profound transformation work, an avalanche of backlash from the upper regions of the org chart is the usual result.