That said, agile is, if anything, a culture. It's why it started with a manifesto, and it's why retrospectives are the only meeting that is spelled out in it; the retros aren't to try and determine what parts of a particular process you're not adhering to, but what isn't working (process or otherwise), so that you can change it (i.e., "At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly").

There are plenty of workplaces that have that culture, even if the processes are all over the place. Of the last four workplaces that called themselves agile that I've worked in, three of them had that culture, and I and my teams got amazing work done in them (in fact, my reason for leaving at least one of them was -directly- due to the hiring of a micromanager and the ousting of someone who protected the teams from upper management). The fourth was an old school enterprise company you've almost assuredly heard of, with high employee retention, a culture of top down management and decision by committee, and, surprise surprise, their injection of agile processes did nothing to make them actually deliver software any faster, nor did it lead to any better results.