I think that the article is written from the codecentric perspective. I highlighted a sentence of activities, that are usually not agile coach / sm job. Agile coach is a role, that is for sure middle managerial. Its about putting organization in sync, not development team only. But how the coaches can do it, if organizations recruite for these roles secondary educated people right after the school as their first entry job. If ac/sm is seen as a secretary for the team, one cant expect some progress. Agile started decades before some agile manifesto, and those first ac/sm were quite experienced. They wanted to improve organization, not just some team somewhere, and they did. Today if teams are begging to be command and controlled, if AC is in conflict with line management because their roles significantly overlap, and when c-suite managers do not see AC as a partner, then to deliver some impact is a heroic achievement.

In comparison with devops, I do not think there is so big difference in some maturity. I cant see it as an example.