NathanE has already effectively said as much: Agile is nothing new. Labelling it as Agile is the new thing. The whole "Agile movement" is just the publication of what effective teams were already doing. In the mid to late 90s various folk noticed they were more effective than others and so they started to share their ideas. Other people wanted more and more info, thus these folk decided to start publishing their thoughts and practices - voila, Agile, XP, Scrum, etc.
This is a pretty big over-simplification but that's about it. There's nothing really new about Agile that really good teams weren't already doing.
There are however many misconceptions. "lazy" is certainly not something Agile developers are. "Being Agile" is *HARD* work. It takes discipline, dedication and passion. There's not much "downtime" in teams doing iterations/sprints (as the latter name suggests, working as close to flat out as possible for the duration of the iteration) and we are constantly learning, retrospecting, etc. We are perpetually trying to remove inefficiencies from our working lives. Documentation doesn't give much value when compared to the effort required to keep it up to date. More so in an agile environment because things can change so often and so frequently. Maintaining documentation would slow this down.
The "lack" of planning is a complete misnomer. The planning is now integral to everything we do, we just don't do it all upfront. Instead of planning in detail the next 6 months of work, then doing the 6 months of work, we roughly plan what we are going to do for the next fortnight, and then the detail planning happens as close to the moment you actually need that detail, so there is constant communication and collaboration between the developers and customers/product owners/stakeholders/people that actually want the software.
The pomp around Agile (pretty much the pinnacle of this is Google's offices) is usually just that. Pomp. But underneath it, you can see some clever designing. Each of those rooms is designed to be a concentrated hub for a small team to be able to work closely and to reduce distraction and disturbance from others. People also work more effectively when comfortable. Thus the comfy chairs, relaxed environment and lack of dress code.
People aren't machines. We don't work effectively in grid-layout offices compared to small pods for teams to operate in. Even this isn't new. People have been doing this since, well, forever. The grid-like office layouts are "new" - predominantly since the industrial age (and the wars because every adult had served) and business owners trying to keep people like they would machines/factory lines/soldiers.