I spent nine months supporting Capital One.

"agile delivery processes weren’t even integrated with core engineering practices"

Yes, they were, at least in the Card division. Each dev team had a Scrum Master, and a Product Owner. It's been awhile, but I recall that the Agile Delivery Leads were at a higher level, spanning multiple teams.

Capital One has tried to paint this as a success, by saying that they have become agile and now can dispense with the transformation by merging Agile roles into others, but the reality is that they already had done that merge. E.g., years ago a new senior IT manager in Card eliminated all testing roles, claiming that teams should do their own testing. It was a disaster. What they _should_ have done was shift _how_ testing is done. See this article about that topic: https://www.linkedin.com/pulse/eliminating-testers-biggest-mistake-aspiring-agile-make-cliff-berg/

I think that Capital One is under cost pressure, and has decided - what many companies are deciding - is that a lot of the "Agile" roles don't really work all that well. In fact, several clients of our have expressed that. And I agree. I think that the Agile community is confused about the nature of leadership, and what is actually effective.