The ideal implementation of a methodology is only relevant for a small number of management who would do well with almost any methodology because they will take initiative to improve whatever they are doing. The best methodology for wide adoption is the one that works okay for the largest number of management who struggle to take responsibility or initiative.
That is to say, the methodology that requires management to take responsibility in its "lowest energy state" is the best one for most people-- because they will migrate to the lowest energy state. If the "lowest energy state" allows management to do almost nothing, then they will. If the structure allows being clueless, a lot of managers will migrate to pointy haired Dilbert manager cluelessness.
With that said; I do agree with getting products to clients quickly, getting feedback quickly, and being "agile" in adapting to requirements; but having a good plan based on actual knowledge of the requirements is important. Any strict adherence to an extreme methodology is probably going to fail in edge cases, so having the judgement of when to apply which methodology is a characteristic of good management. You've got to know your domain, know your team, and use the right tool for the job.
Maybe I'm just lucky but I've never experienced this. If anything, the companies I've worked for didn't do anything particularly agile, and were often deliberately trying to change habits and workflows to be more agile. This often came down from engineering managers who wanted to know how the whole project was going to go the day it started, so they could report upwards with a delivery timeline.
Mechanical engineers having to work around other component failures all the time because their lead time is gigantic and no matter how much planning they do, failures still pop-up.
The idea that Software Engineering has more bugs is absurd. Electronic engineers, mechanical, electric, all face similar issues to what we face and normally don't have the capacity to deploy fixes as fast as we do because of real world constraints.
Of course we can plan things better, but implementation does inform planning and vice versa and denying that is denying reality.
I'll give you a hint. It's neither rust- nor scrum-based. I'd rather change careers or retire than work another day doing scrum standups.