Your teams may practice Agile, and if your managers aren't working as leaders it's unlikely your company will achieve market success.
Consider this Sutherland response:
Their problems are huge but boil down to one problem. The leadership needs to become Agile. They need to support the teams, remove impediments, and coach the organizations to be agile. There are so few managers trained and good at this today that many companies will be driven out of business by their agile competitors.
As an Enterprise Agile coach, I teach companies the six rules for reducing cycle time.
Limit work to capacity
Even out arrival of work
Minimize the number of Things-In-Process
Minimize the size of Things-In-Process (small user stories)
Use pull scheduling
Establish a regular cadence
What’s regular cadence? Well... if you have ten Scrum teams working on software, each team should be working on Sprints of the same length. Let's say your sprints are two weeks long.
The sprints should start and end on the same day each sprint. This way executives, developers and support know when the sprint review will be and when sprint planning happens. Teams know how to sync user stories and eliminate dependencies.
Product owners know how to schedule and release software that delights customers.
The archetype for a continuous improvement program in Agile starts with Scrum teams resolving impediments they identify.
If those impediments are in the soup, things outside team's control, the issue is raised to an executive Scrum team. The executive team should be cross-functional and have all the skills needed to transform the enterprise impediment backlog into working solutions.
I also recommend that the impediments be displayed on a big visible chart.