This is a response to Bob Marshall’s recent post How to Spot a Lemon Consultant. I recommend you read that first, but the title alone gives an indication of the tone of the piece: there are many ineffective consultants, who—under the guise of Agile—are selling snake oil to gullible companies. No disagreement there.
Being a consultant myself (I avoid the oft-abused term, coach) and peddling what has become in the Agile community the most despised form of snake oil, i.e. Scrum, I find myself potentially branded as a lemon, and thus feel the need for a little introspection.