In the 1980s, Serra found himself in the center of a public controversy over his piece titled Tilted Arc. While it was the government that approached him to create the work for downtown Manhattan’s Federal Plaza, the unveiling of the piece in 1981 was met with sharp criticism. The monumental sculpture was said to disrupt rush hour and the pedestrians who had to cut through the plaza daily. To the dismay of art lovers, the 120-foot-long, 12-foot-tall Tilted Arc was ultimately disassembled in 1989.
I want you to consider instead the possibility that Waterfall came to exist, and continues to exist, for the convenience of managers: people whose methods are inherited from military and civil engineering, and who, more than anything else, need you to promise them something specific, and then deliver exactly what you promised them, when you promised you’d deliver it. There exists many a corner office whose occupant, if forced to choose, will take an absence of surprises over a substantive outcome.
Features don’t work, in the sense that they can be easily gamed. A brittle and perfunctory implementation, done quickly, is going to score more intramural brownie points over a robust and complete one. If the question is "does product A have feature X?" then the answer is yes either way.
We use the term feature factory as a pejorative to designate companies addicted to adding features, while accumulating incalculable so-called technical debt. This situation is driven by management for the convenience of marketing, and I am skeptical that a more faithful application of Agile principles will correct it. Indeed, I suspect Agile processes are constitutionally vulnerable to this kind of compromise.
The presence of a feature can only indicate to a user if a goal is possible, behavior will determine how painful it will be to achieve it.