In recent years an increase of agile methodologies and their implementation in mainstream software engineering projects have been seen, but this implementation has reportedly changed agility in practice into a hybrid form of agility and more classic methodologies. With a lack of research regarding these hybrid methodologies this multiple case study empirically analyses the practice of methodologies from two different conglomerates and places the results in the Information Technology Management framework (ITMF) to answer the research question; How are hybrid agile methodologies enacted in practice in mature agile teams and why are they enacted in such a way? The result show that the organizations work agile within a waterfall framework, a hybrid form of requirement handling into agile development followed by waterfall testing. The hybrid methodologies are imposed by external factors such as the sales department and traditional economic reporting. This study acknowledges a need for a greater understanding of the engagement between external actors and software development.