As you explain, the framework is simple. Likewise Scrum, it’s painfully simple.
As Ken Schwaber once said (I believe):
“Scrum is like your mother-in-law, it points out all your faults.”
Each organisation has an enormous untapped potential to deliver more value, more rapidly, more frequently. But reality is different, small and large organizations have and maintain (anxiously) the traditional organizational model.
How difficult is it to transform to a networked organization, stimulating self-organisation and a learning culture? From a scale from 1 to 10, I’d say 10. This kind of organisation design only works if management supports it, management understands and shows the example and the executive support is long lasting.
As Larman puts it: “Organisational culture follows structure” Is this new? No. Can it be done? Yes. Cf. Frederic Laloux’s book “Reinventing organisations”. Cf. Toyota’s lean culture.
Unfortunately (again) for large organisation (I’ve been working in bank); I’m rather pessimistic: it will takes years, may be decades before this kind of organisational design & culture change happens. So, the essence of a “large product” development is its simplicity.
Are other organisations fooling themselves? Those which are adopting “large scale” organizational frameworks? Will they reach the benefits? They will get some benefits yes, but then again: it’s not difficult to gain some improvements in an organisation working for years according to “a previous-century industrial paradigm” (as in manufacturing). But I guess they’ll never reach true “business agility”.
I wish the market conditions would be much tougher: those not adapting are extinguished: the sooner the better.