I am a fan of Kanban, so whatever I say will be through the rose tinted glasses of a fan.
There maybe various reasons why Kanban has failed for many companies. I haven't worked in those teams so I have no way to say is it because of Kanban or is it because of management misunderstanding kanban.
From your article, the main reason touted is that the Marketing loses it's way. Which to me sounds strange! In fact I have seen it the otherways. We effectively delink marketing cadence from engineering cadence! Thus resulting in derisking the whole big bang releases.
For e.g. Marketing decides that they are going to make a big marketing push on a conference or a tradeshow. So the PM come up with a list of features they will showcase for the given event. (say 10 features are decided upon).
The engineering team works on these features as a que. Releasing each of these as and when they are done. But do note an engineering release to production does not mean a marketing release. This allows the PM to experiment on features, build up case studies, etc ... for these features.
And as the marketing releases dates come closer, everybody knows that we always have a working copy with only the pending items in the que.
This results in a high confidence level within the marketing / engineering on what is being touted about. There are no last minute scramble to get a working system. etc ... The most valuable feature was heavily tested and used by everyone before the big bang marketing release.
It also allows the PM to make A/B experiments before the actual marketing push. Thus adding another confidence layer to the whole process.
In a worst case scenario the least valuable features never get released for the marketing push.
I see this as an effective way to derisk the whole marketing push and reduce their dependency on the engineering team to deliver stuff when they said they would.