Thanks Steve Dunnico. Large enterprise transformations are definitely a challenge to pull off.
Getting buy-in at the exec level, and making it a company wide initiative, is a great place to start as they can set the tone for the organization.
I’ve also found that leading by example works. If one Product Team takes the initiative to focus on operating with agility, they often see improvement. Other teams will take note, and look to that team for guidance. Often success breeds success.
One of the benefits of a bottom up approach is that when a team proves that the ideology can work within their environment, teams approach it with less skepticism, and the adoption is much more organic as it feels less forced.
I think the whole ‘forced to be Agile’ is one of the main issues with being agile at the moment.
