Being an early adopter myself, it's hard to argue against trying out new stuff. But when it comes to organizations that find it too hard to navigate their political climate into adopting Scrum, I become a little concerned when they instead jump on flow development, which is inherently even more difficult to grasp and implement.
A brief look at Kanban
Kanban originally was a technique deviced by Toyota to allow workers at different stations in the production halls to signal upstream that more (or less) parts were needed, allowing the workers to control and maintain the optimal flow at any given time. Instead of just sending a note to Buck telling him to "hey, send me more parts, I'm running out", information about the velocity was added. "Hey Buck, why don't you send me five extra units as well, I'm picking up steam here".
The interesting thing about Kanban is when upper limits are applied, essentially giving a tool to limit work in progress thus constraining the flow to the theoretical (and indeed often practical) maximum.