The opening of the Agile Manifesto is:
“We are uncovering better ways of developing software by doing it and helping others do it.”
I would assert, however, that any approach (primarily frameworks) that has fixed practices in it (e.g., Scrum, SAFe) without a method of guiding how to go beyond them (e.g., Scrum, SAFe) may be great starts but are not truly Agile. The key is also _may be_ in that predetermined practices are not universal. BTW – LKU Kanban has its shortcomings as well in not attending to the entire value stream nor attempting to get to cross-functional teams.
There is nothing wrong with this. The trap is that people stop trying to go beyond them. The biggest one is that teams and programs learn to live within their 2 week or 3 month time boxes that hide delays because there is no requirement to build without delays.
There is nothing wrong with violating the laws of Flow and Lean because you can’t see how to follow them. But know you’ve done that and continue to look for a way to apply them. Iterations provide value until you can see how flow works better. That’s ok, Nothing wrong. But don’t believe you are doing the best that can be done.