What kind of enterprises would be willing to take a risk that fundamentally changes the way they work ?How do we get conventional organizations that believe in strong hierarchies to adopt SCRUM ?

Traditionally organizations that believe in experimenting and wanting to adopt to new trends , and the companies that believe in making new products do jump at any opportunity that challenges the conventional ways ,  show a product company  that there is no major documentation , no “CMMi” level documentation that is needed and no heavy process and it would jump at the first opportunity to go the SCRUM way ,really we’re not talking about enterprises of that sort.

Imagine a company  “ A” that has at least 12-14  different titles between Software engineer and  “ General manager “ , can you really get that org to use SCRUM ? the answer I am afraid is very disappointing ! the adoption fails at all levels and it has to be solved both ways bottom up and top down

Lets take a cross section of this people at all levels and get them into a room and start talking about how SCRUM works and how we can leverage it  to create products faster , the first challenge that I get would be is when I talk about self organization , even a software engineer who is last in the food chain would say “ if I do all the planning ,what’ll my lead do  ? “ this coming from a young lad who just passed out of college is very disheartening , yet there seems to be a sad reality that’s in the face for us – he is not saying that because he doesn't want to take responsibility he is saying that because these organizations traditionally do not reward aggression , passion and risk takers , these companies have middle managers and managers that sit in glass rooms and talk to these fresh engineers and tell them one constant thing , year after year and appraisal after appraisal “you need to be more proactive “ and by that they mean that these guys take up the additional administrative responsibilities that the leads are supposed to be doing (E.g: collating the defect data etc for the status reports) , but when the guy actually starts taking a stab at being proactive  on the design front , it hits him back and his appraisal report this time around would have a statement like “ needs to perform well in the real of his roles and responsibilities” ! the mid management and the technical leads start feeling threatened and then they nip that proactive-ness  in the bud and then the whole concept of self organization falls flat !

This happens more so in the Asian subcontinent, how does one tackle this , when I was doing this : I was  told by a middle manager “  I don't think this works well in real life  this is good only on paper ” what is it that i can tell him ! ?