I've worked on enterprise-level Agile projects in multiple Fortune100 firms, and I wholeheartedly agree with your article!

Unfortunately, Agile concepts can be usurped and redefined to support managers who don't fully understand where the Value comes from with the Agile approach. This ends up duplicating existing information flows while disrupting the intended dynamics of agile. For empowered, internally-directed teams to adapt quickly and effectively, they need information flows directed TO them. These are flows that don't exist in traditional organizations with centralized, top-down management. Transparency is one of the top 4 or 5 attributes of the agile concept, so it's worth doing it right!

Let's visualize a traditional structural chart of the company with executive mgmt at top and individual agile teams near the bottom. My assertion (which is maybe 'draft' maturity!): Transparency that adds value flows from top->down and from group->individual (for groups or org. units within the company, we could visualize this as flows from perimeter of group in to members of group).

Since authority and administration already flow in the other direction (call it the counter-gravity information flow!), it's redundant and adds little value to add more flows in that direction and call it 'Transparency'.

you hit on something that definitely requires clarification and communication in organizations implementing Agile at scale. great article!