AgileMania Book

Table of Content
1 What is Business agility?
2 Domains for Business Agility
3 Business Agility: Need Of The Hour
4 Enablers For Your Business Agility Journey
A) Values and Principles

B) 6 Key Enablers of Business Agility
5 How To Enable Business Agility
A) Mindset
B) Lean agile leadership
C) Leading cultural change
Understanding The Relationship Between Complexity And Business Agility By

6
Applying System Thinking
7 Sustaining Business Agility- Frameworks/Tools/Methods
A) Scrum
B) Kanban
8 Continually Reinventing & Relentlessly Improving
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Ashwinee Kalkura Preeth Pandalay
SAFe® Practice Consultant Trainer Professional Scrum Trainer (PST), SAFe®
(SPCT), ICF-PCC, Partner Consultant Practice Consultant Trainer (SPCT),
ICAgile Accredited Trainer, Partner
Consultant
• Experience of 23+ Years • Experience of 24+ Years

• Trained 4800+ people • Trained 5000+ people
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PadmaPriya Devarajan Sumeet Madan

Agile Coach (ICAgile Accredited), Partner Consultant – Professional
Trainer , SAFe® Practice Consultant Scrum Trainer (PST) and SAFe Practice
Trainer (SPCT). Consultant (SPC)
• Years of Experience 19+ • Has Experience of 18+ Years

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• Trained 10000+ Professionals • Trained 3000+ Professionals
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Piyush Rahate Satyajit Gantayat

Professional Scrum Trainer with An Agile Coach, a SAFe
Scrum.org |SAFe® Practice PracticeConsultant, an ICAgile Accredited
Consultant with Scaled Agile | Trainer and a PMI ATP Instructor.
Certified Agile Coach
➢ Has Experience of 17+ Years ➢ 24+ Years of Experience

➢ Has Trained 2000+ people ➢ Trained 3500+ Professionals
➢ Worked with 5+ industries ➢ Conducted 17000+ Hours of
Training
1. What is Business Agility?
The world is changing quicker than it has ever been. Organizations of all sizes are battling to
maintain relevance in the eyes of their consumers and society. Customers are more aware and have
higher expectations than ever before. Employees expect greater clarity, empowerment, and
significance in their jobs. Only high-performing, flexible, and agile firms - in other words, business
agility - will prosper in this volatile environment.
“Business agility combines organizational competencies, attitudes, and ways of working that allow
your company to achieve its goals with greater freedom, flexibility, and resilience. Regardless of
what the future will bring.”
With this independence, businesses may immediately grab emergent and unexpected possibilities
for the benefit of their consumers, as well as emphasize how work is done across the whole
organization. It is not only about processes and procedures. Principles and methods of thinking drive
new organizational behaviors and norms.
2. Domains Of Business Agility
The Domains of Business Agility is a cultural operating model for your firm comprised of five
essential domains encompassing 18 emerging business capabilities (as defined by the Business
agility institute). The mix of these domains and competencies defines your organization's present
and long-term effectiveness, and they are manifested via actions.
The capabilities and behaviors within each domain are equally important, necessary, and
interrelated. You can only realize business success in an unpredictable market once you develop
business agility in each environment across all areas of your organization.
This model aims to show the fundamental building blocks that agile businesses should strive
towards.
1. Domains
The Domains are the most comprehensive

grouping and answer the question: If you
are attempting to assist a firm in achieving
more Business Agility, what significant
areas (or domains) would you focus on
improving? Another way to think about it is,
what are the intended objectives of higher
agility?
Responsive Customer-centricity, Engaged

Culture, People-first Leadership, Value-
based Delivery, and Flexible Operations are
the five key areas or domains.
Each domain has a set of complementary

skills. Some of these qualities are plain
sense and have been recognized in the
business world for years (for example,
understanding your client). In contrast,
others are frequently disregarded or
unique (like integrating diverse ideas).
2. Capabilities
A capacity is merely an organization's ability or power to perform something. For example, can your
company grab new opportunities? Is your group capable of acting as one? Can your organization
sponsor work on an ongoing basis? Can your company participate transparently and boldly?
According to the Business Agility Institute's study, 18 competencies emerge and improve as business
agility progresses. These have been organized by the Domain to which they give the most.
A collection of actions implements capabilities. In other words, when people behave in particular
ways, the organization gains specific capacities. Over 80 diverse behaviors help firms achieve and
fulfill the 18 business agility capabilities.
3. Behaviors
Consider leaders that encourage risk-taking, allow

teams to innovate, alter strategy based on direct
consumer feedback, and allow purpose to drive
the procedure. Consider a staff that is committed
to your organization's goal. Consider a location
where individuals are protected and encouraged
to question the current quo and foster alternative
thinking. Finally, consider everyone as a single
squad. These are all observable behaviors rather
than tools, processes, or systems.
A behavior is a definite, observable, and routine

activity performed by an individual or group
within an organization. Behaviors are the highest
embodiment of business agility in this
architecture. In actuality, each of the 80+
behaviors is associated with many capabilities.
However, we have classified each action according
to its contribution capacity for clarity.
Each behavior is exhibited by a different actor,

whether a leader, an executive or everyone.
Executives
Refers to leaders who have substantial duty and power. Typically, direct responsibility for P&L and
strategic vision.
Leaders
Somebody with personal power and influence within the company. This frequently includes persons
in management roles. However, leaders are not usually managers. Executives can also be considered
leaders.
The Team
Includes the whole staff (employees, contractors,

managers, etc.). Unless otherwise noted, this
contains leaders and executives in positions of
authority. These individuals are a part of the
organization's culture.
When you enhance the fundamental habits across

the organization, you boost overall capabilities.
While this is not an exhaustive list of
organizational behaviors, these are the ones that
have been recognized as having the most
influence on business agility.
Begin analyzing the effectiveness of your skills as

you progress through the Domain of Business
Agility by reflecting on the number of observable
behaviors in your business.
3. Business Agility Need Of The Hour
Among the most important criteria is the ability to swiftly detect and respond to market
developments. The world is continuously changing, and so are customers' requirements.
Organizations must be agile enough to detect changes and react to mitigate or capitalize on them to
remain ahead of the curve.
This might include introducing new products or services, responding to new legislation or rules, or
modifying marketing methods to attract a mature audience.
Being agile also entails being able to react quickly to unfavorable changes. For example, if a rival
publishes a new product before yours, you must be prepared to respond swiftly. Likewise, if there is
a rapid economic collapse, you must be ready to shrink your firm without losing too much ground.
Decision-making promptly
Detecting change on the radar is only helpful if

you can respond fast, and decision-making is
something that many organizations struggle with.
A mere 28 % of executives reported that the

quality of their company's strategic decisions was
generally good. A further 60 percent thought bad
decisions were as every day as good ones.
Why is this the case? One explanation is that most

firms continue to use a top-down decision-making
approach. This paradigm is based on senior
executives delegating choices to the rest of the
business. However, with so much information
flowing in from all sides, this decision-making style
frequently results in delays.
The second factor is that many firms employ an old command-and-control management style.
Managers of this type focus on rules and processes to prescribe how employees should act.
However, laws and procedures can no longer keep up because everything changes rapidly.
So, what shall be the next step?
One approach is to migrate to a more decentralized decision-making paradigm. Decisions are made
by those closest to the situation under this paradigm. Because employees don't have to wait for
clearance from higher-ups, this can assist in speeding up decision-making.
Another approach is to abandon command-and-control management in favor of a more

collaborative management style. Managers, in this manner, collaborate with their staff to find
answers rather than instructing them on what to do.
Employees are more inclined to follow processes if they help establish them. Therefore, this can
assist in speeding up decision-making.
➢ Developing a flexible business model
A concise, focused business strategy is essential at

the start of a company's lifecycle. However, as the
globe rotates, clients change, and the market
prioritizes various things, you must be prepared
to adapt. A versatile business model can:
Shift quickly to suit the requirements of clients

and the market.
Adjust the scale as needed.
Respond to technological and consumer behavior
changes.
You will swiftly stay caught up if you can shift with

the times. You must be adaptable as a business to
stay ahead of the curve.
4. Enablers For Your Business Agility

Journey
Organizations should always welcome the new
ideas of employees. Because you never know
which vision can empower your organization.
Unfortunately, a significantly lesser number of

organizations value the opinion of their
employees. This is the only reason many
companies fail: their financial divisions must be
equipped to engage in projects with high
uncertainty and a low return on investment.
Their cultures and leadership are such that
defeat is unlikely to be viewed as an essential
stepping stone to success.
These companies are typically organized

around functional silos built up for exploit-type
activities. They are designed to perform
efficiently, not to experiment with agility, with
all the messy cooperation and ambiguity that
entails. As such, they find it incredibly difficult
to develop new things, and no amount of
tinkering around the edges will alter that.
A) Values and Principles

B) 6 Key Enablers of Business Agility
A) Values And Principles Of Business Agility
The Domains of Business Agility are based on four fundamental concepts that identify the subtleties
and complexities businesses face while adopting and practicing business agility.
1. Continuum. An agile business is a continuum, not a state. How much do you have?
2. Extensive range of expertise. Different areas of the organization exhibit strong and emerging
business agility capabilities simultaneously.
3. 1000’s of Ways. Business agility can be established in thousands of ways, using different
approaches, practices, frameworks, and operating models.
4. Behavioral Change. The only way to measure business agility is through behaviors - if you act with
agility, you have skill.
B.) 6 Key Enablers of Business Agility

Achieving absolute business mobility affects almost every aspect of a company. However, many
people who start on an agile transition need more understanding of the vast scope of the effort
required to succeed. Limiting the changes to one area, often IT, will likely result in little benefit. This
book will assist leaders in approaching these undertakings with their eyes wide open and fully
conscious of all the changes that will be required.
1. Leadership and Management

It all starts with leadership. First, leaders must
undergo extensive learning and development in
their positions. Then, they must transform their
leadership style and develop new mental and
emotional capacities to promote a new set of
behaviors throughout their company (or
department).
Compared to traditional models of those positions,

the leadership and management of a truly agile
company are practically incomprehensible in many
respects. The transition from authoritative to
helpful leadership, from centralized to dispersed
decision-making, and from concentrating on work
to focusing on guidance and establishing an
atmosphere for success are all critical changes.
This is accomplished through speech, new
behaviors, structures, and policies promoting
change. These types of adjustments simply cannot
be implemented from the ground up.
2. Organizational Culture
Cultural conflicts are constantly listed as the number one obstacle to increased agility. Many people
will speak about how important it is to handle an organization's culture, but only some will have a
systematic strategy to assess and change that culture. The first stage is to understand an
organization's current and ideal culture. There are numerous frameworks for analyzing this.
If it is determined that society must be changed, this must be done carefully. Attempting to alter an
organization will not result in change. Culture is formed by the behaviors, values, and beliefs of the
individuals who work in a company or area. Only by altering actions can cultures be changed. New
policies, measurements, structures, and leadership approaches must accompany these new habits.
The mindset will only change after that. This is a critical driver of speed that must be noticed.
An organization's culture is like a reflection on a wall. It takes time to changeable. To alter a shadow,
change the object causing it or the light source. Likewise, society is a byproduct of the other five
drivers. However, changes in other areas will be heavily influenced by the present and intended
culture. As a result, it must continue to be a crucial enabler of mobility.
3. Organizational Structure
The architecture of organizational systems has a far more significant impact on how those systems
function than on the individuals who work within them. For example, shifting from functional areas
(such as finance, marketing, and engineering) to collaborative, cross-functional teams with drastically
decreased handoffs are organizational design changes that tend to increase agility. Others include a
move away from conventional structures, which can be sluggish to react, and towards networks of
linked teams that can respond to constantly changing events on the ground. In addition, value
creators must be brought closer to customers and company partners to enable better collaboration.
Leaders must determine which qualities they want the value-delivery system to show and (re)design it
with those in mind. For some, organizational design and systemic adjustments can be challenging,
disruptive, and unsettling. However, they are frequently disproportionately crucial in pursuing the
intended result. Given that leadership can directly change the organizational design in ways that
corporate culture cannot and that organizational design changes are essential, this remains one of the
most potent tools in the arsenal of increased agility.
4. People and Engagement

The rules of the game have changed in
contemporary commerce. There is no longer any
question about the relationship between staff
engagement and company outcomes.
Nevertheless, the findings are the same regardless
of the data: Companies with engaged workers beat
their competitors considerably.
Many organizations continue to use management

approaches from the Industrial Revolution—
approaches that manage for conformance and
uniformity. The most successful organizations, on
the other hand, manage for initiative, enthusiasm,
and innovation. This enables them to recruit and
keep the most effective workers, giving them a
significant economic advantage in today's tough
knowledge economy.
5. Governance and Funding

Governance and funding are critical enablers of business agility. With them, businesses would be able
to adapt and remain competitive in today's ever-changing marketplace.
Governance provides the framework within which businesses operate, ensuring that all stakeholders
are aligned and that decisions are made in the company's best interests. Funding, meanwhile, is the
lifeblood of any business, essential for supporting growth and keeping operations running smoothly.
Together, governance and funding are essential for ensuring that businesses can be agile and
responsive to the needs of their customers and the market.
5. Ways Of Working
Ways of working are the enabler upon which all organizations concentrate their efforts. Whether it's
implementing formal agile frameworks or improving engineering practices, most people who want to
increase their agility start here. People spend a lot of time debating which frameworks or practices are
"good" and "bad." The truth is that focusing solely on ways of working without addressing the other
five agility enablers will almost certainly result in "agility doesn't work here."
In short, it doesn't matter which approach you take; if you focus only on this element, you will fail.
Success can be easier to achieve by transforming an organization's operating system. Without the
proper conditions, any plans for growth and improvement are doomed to fail like a flower in a desert.
Organizations must consider these conditions before implementing any changes to ensure long-term
success.
Different frameworks exist and can be invaluable when used in the correct context. It's essential to
consider your workplace culture, desired outcomes, willingness to change, and more before choosing
a framework; this approach is the best way to ensure a successful transformation. Organizations
should consider working with experienced coaches or consultants who can advise on these
approaches rather than randomly selecting frameworks without knowledge of their particular
situation.
5. How To Enable Business Agility
There's no one-size-fits-all answer to this question,

as the best way to enable business agility will vary
depending on your organization's specific needs.
However, some general principles can help guide
you in the right direction.
First, creating a culture of agility within your

organization is essential. This means promoting a
mindset of continuous improvement and
embracing change as a positive force. Encourage
employees to experiment, take risks, and reward
them for doing so.
Second, ensure you have the right tools and technologies to support an agile business. This includes
flexible web-based applications, cloud-based services, and mobile devices.
Finally, keep your organizational structure lean and flat. This will help reduce bureaucracy and speed
up decision-making. Instead of hierarchical departments, create cross-functional teams focused on
achieving specific goals.
Following these principles can create an environment conducive to business agility. Lets’s discuss this
in a more detailed manner.
A) Mindset
B) Lean agile leadership
C) Leading cultural change
A.) Mindset
According to Dweck, difficult circumstances can be disastrous for those with fixed attitudes because they
imply that there is no chance of growth if they do not already have the skills or intellect to finish a job.
Exactly what is a "mindset"?
A mentality is a way of thinking that shapes how we

perceive the universe. It is the process by which the
human brain organizes, classifies, and interprets
the enormous quantity of information it gets every
day. Through a lifetime of organized learning
(classes, books, etc.) and unstructured teachings,
we develop our mindsets. (life events, work
experience). They exist in the subconscious mind
and take the form of ingrained attitudes, effects,
preconceptions, and beliefs. As a result, people
frequently are ignorant of how their mindsets
affect how they perform their duties and engage
with others. While many attitudes are helpful and
constructive, others might require gradual
adjustment.
When you have a growth mindset, you can acquire the information and skills required to thrive, which
gives every obstacle a learning chance. With all the challenges entrepreneurs encounter, a growth
mentality can be a potent aid as you work toward your venture's success.
So how can mindsets be altered? It starts with becoming conscious of one's present viewpoints and
how they came to be. Additionally, it's crucial to foster the idea that attitudes can be changed and
improved.
“My potential is “My effort and attitude

predetermined” determine my abilities”
“Failure is the limit of my “Failure is an opportunity to

abilities” grow”
“I’ve learned all I “I can learn to do

need to know” anything I want”
FIXED GROWTH
“I don’t like to MINDSET MINDSET “Challenges help
be challenged” me grow”
Since too many leaders and practitioners in organizations mimic SAFe practices and use SAFe
terminology without internalizing and embracing the underlying values and principles that truly
represent a new way of working, changing mindsets is an important topic in the transition to SAFe.
This "SAFe in name only" strategy might lead to a few minor short-term triumphs. The long-term
business outcomes that leaders hoped for when they chose to "go SAFe" will, however, unavoidably
fall short as a result of such a superficial adoption of the Lean-Agile mentality.
Lean Thinking and Agile are the two main underlying bodies of knowledge that must be completely
embraced in order for SAFe to succeed. This takes a growth mentality that is receptive to learning
these fundamentals. Both have a lengthy and extensive background of written recommendations and
case studies. To ensure that both Lean and Agile ideas permeate the organization's language,
routines, and decision-making, it is necessary to comprehend and put into practice their respective
values and tenets. In the end, it just becomes "our way of working" and is ingrained profoundly into
the corporate ethos.
Reasons For Entrepreneurs To Have A Growth Mindset

While a growth mentality can help anyone, it is essential for entrepreneurs. Here are four ways a
growth mindset can help you start and expand your company.
1. New Fields Can Be Explored Through It
Your history does not determine your destiny when you have a growth mindset. This can be an asset
if you have knowledge and experience in another area and want to explore entrepreneurship.
Indya Wright, a former business banker and assistant clerk at the Washington, D.C. Superior Court,
founded Artiste House, a public relations and producing company. But, rather than allowing her
previous job to limit her potential, she realized she could learn the language of startups through
hands-on experience and Entrepreneurship Essentials.
"You must discover methods to equip yourself with the abilities required to sustain your company,"
Wright advises. "You're investing in your own prosperity."
2. It Fosters Resilience
In the entrepreneurial world, recovering from and progressing through challenging circumstances is
essential. When challenges, setbacks, and failures unavoidably occur, your business's survival relies on
your ability to endure and learn from tough cases.
3. A Product Can Be Iterated Upon Through It
"Think of entrepreneurship as an iterative process—a method of managing that entails constantly

looking for a successful mix of chances and resources," Sahlman writes in Entrepreneurship
Essentials.
A fixed-mindset entrepreneur is likely to interpret unfavorable feedback as evidence that they lack the
ability to create a helpful product. This can lead to avoiding input for fear of disapproval, developing
untested goods with poor product-market fit, and cannot endeavor entirely.
On the other hand, a growth mindset entrepreneur takes negative comments and helpful critiques
and uses them to better their product offering. With a growth mindset, discovering your product's
flaws does not imply that you cannot produce a functional product. Instead, it allows you to build the
finest version for your target demographic.
4. You Stay Humble With It
Lastly, a growth mentality tells you there is always

more to learn. Finally, a growth mentality can
keep you humble throughout your business path
by reminding you that you can progress.
This can be particularly helpful in fighting

stagnation. People's requirements, attitudes, and
reasons shift over time, so reevaluate your
product-market fit regularly. If you become too
comfortable with your initial knowledge, you may
lose chances to develop with your target audience
and satisfy their changing requirements.
If you discover you've been living with a fixed

mindset, you can shift to a development mindset
by providing yourself with plenty of opportunities
to learn new things.
Networking and knowledge-sharing with other

professionals are examples of possibilities, as are
reading articles and books on subjects of interest
and discussing and problem-solving with others to
acquire new views.
B.) Lean-Agile Leadership
The Lean-Agile Leadership skill explains how Lean-

Agile Leaders create and maintain corporate
transformation and practical success by enabling
people and teams to achieve their full potential.
They accomplish this by setting a good example,
learning and modeling SAFe's Lean-Agile mentality,
values, principles, and practices, and guiding the
transition to a new way of working. Lean-Agile
Leadership is one of the seven critical skills of

Business Agility, each of which is required for
success. Each critical competency is supported by
a thorough assessment, allowing the business to
evaluate its proficiency. These basic competency
evaluations and suggested development chances
are provided in the Measure and Grow article.
Why Lean-Agile Leaders?
An organization's managers, executives, and other leaders are accountable for the adoption, success,
and continuous improvement of Lean-Agile development and the skills that contribute to business
agility. Only they have the power to change and constantly better the systems that govern how work is
done. Furthermore, only these executives can foster an atmosphere that allows high-performing Agile
teams to thrive and add value. Leaders must absorb and model leaner ways of thinking and working
for team members to learn from their example, guidance, and support.
Achieving enterprise-wide mobility is neither straightforward nor effortless. Business adaptability
necessitates a new strategy for leadership, as explained below. It begins with executives modeling
behaviors that will encourage and drive the company to seek a more efficient way of working. They
lead by example by teaching, empowering, and engaging people and teams to achieve their full
potential using Lean and Agile concepts and practices.
In essence, information alone will not suffice. Leaders of Lean-Agile organizations must do more than
simply support the transformation: they must actively lead it, engaging in and guiding the activities
required to comprehend and constantly optimise the flow of value through the business. Lean-Agile
leaders:
• Organize and reorganize around value

• Identify and reduce long queues and excess
Work in Process (WIP)
• Continually focus on eliminating bottlenecks
and delays
• Eliminate demotivating policies and procedures
• Inspire and motivate others
• Create a culture of relentless improvement
• Provide the space for teams to innovate
Organizations can create Lean-Agile leadership as a fundamental competency by assisting leaders in

developing along three distinct dimensions, as illustrated in Figure 1.
These dimensions are:
1. Leading by Example – Leaders gain earned authority by modeling the desired behaviors for others
to follow, inspiring them to incorporate the leader’s example into their personal development journey.
2. Mindset and Principles – By embedding the Lean-Agile way of working in their core beliefs,
decisions, responses, and actions, leaders model the expected norm throughout the organization.
3. Leading Change – Leaders lead (rather than simply support) the transformation by creating the
environment, preparing the people, and providing the necessary resources to realize the desired
outcomes. The following sections explore these dimensions of Lean-Agile leadership in greater detail.
C.) Leading cultural change
The thought processes and useful tools required to

direct the company towards business agility are provided
by being a Lean-Agile executive. The advantages of
generating flow, providing client delight, and delivering
value in the shortest sustainable lead time—all with
cheerful, involved employees—are obvious. It is also
evident that the new method of working for many
companies marks a radical departure from the
established paradigms. To put it another way, adopting
SAFe unavoidably necessitates substantial organisational
change.
Again, the Lean-Agile leader's position is crucial in this

situation. Effective organisational change requires
executives who will drive the transition (rather than
just'support' it) by establishing the conditions, educating
the workforce, and allocating the resources required to
achieve the desired results. The following abilities and
methods are developed and used by lean-agile
executives to accelerate the transformation process:
1. Changes Vision - happens when leaders clearly explain the need for change and do so in ways
that move, excite, and involve people in the change with a sense of urgency.
2. A Powerful Coliation For Change - is created when a "volunteer force" of people from various
levels, across divisions, and with various viewpoints are given the freedom to contribute to and
help remove obstacles to putting the change into place.
3. Change leadership is the capacity to persuade and inspire others to participate in corporate
change through the leader's own commitment and zeal. Short-term successes must be produced
and celebrated, the change must be reinforced until the intended results are realised, and the
change must be anchored in the organisation as the "new standard.“
4. Psychological safety occurs when leaders create an environment for risk-taking that supports
change without fear of negative consequences to self-image, status, or career.
5. Training the new way of working involves training everyone in Lean and Agile values, principles,
and practices, including a commitment by leaders to their training.
In a SAFe transition, good organisational change management (OCM) practises are still crucial and
strongly advised. Dr. John Kotter, one of the most renowned experts in OCM, has listed the following
as the "eight catalysts" for bringing about effective change
1. Establish a feeling of urgency

1. Assemble the leadership group
2. Create the change's goal and plan.
3. Encourage others to move by communicating
for comprehension
4. Empower Others to Act
5. Produce quick victories
6. Don’t let up
7. Institute change
According to Dr. Kotter, four change leadership principles can help unlock the full potential of the
eight accelerators:
1. Management + Leadership.
Leadership is paramount in capitalizing on windows of opportunity - and not just from one executive.
It’s about vision, action, innovation, and celebration, as well as essential managerial processes.
2. ‘Have to’ + ‘Want to’.

People who feel like they have a significant chance to contribute will do more than just fulfil their
regular duties. If you ask them, the team's current members can contribute the vitality.
3. Head + Heart. Most people are motivated by a fundamental wish to help a greater good rather
than just reasoning. You can achieve extraordinary results if you can offer your work more meaning
and purpose.
4. Select Few + Diverse Many.

More individuals must be empowered to effect change rather than just follow orders. If done
correctly, this reveals undiscovered stars at all organisational levels.
The change-leading executives must actively participate in upholding these principles and practises.
But even this is insufficient. In their book on change [11], Heath and Heath state that leaders "need to
script the key movements" necessary to implement the change.
6. Understanding The Relationship
Between Complexity And Business
Agility By Applying System Thinking
Generating large scale software is an evolutionary journey of building adaptive complex systems, how
to deal with complexity requires not only upskilling, but also upgrading cognitive awareness to apply
system thinking, in order to make "simplicity at scale" possible, not constrained by Conway's law (any
organisation that designs a system will produce a design whose structure is a copy of the
organization's communication structure), instead focus on value creation for customising.
What Is Complexity?
It is about entwining many parts together, making

it more difficult to understand them as a whole
due to their increased amount, as well as
individually due to their new entanglement, there
is no clear linear "cause - effect" correlation, but
rather influenced by a variety of factors and have
common patterns. There are patterns in a football
game or the growth of the stock market, but you
can't really anticipate the precise result.
As businesses strive to become more agile, they

must also understand the complex relationships
between different processes and systems. System
thinking provides a valuable tool for managing
these relationships, allowing businesses to make
better decisions and improve their agility.
By understanding the relationship between

complexity and business agility, businesses can
apply system thinking to improve their
performance. System thinking allows businesses to
see the interconnectedness of different processes
and systems, and to make better decisions
accordingly. This approach can help businesses
identify areas of improvement and make the
necessary changes to become more agile.
Thus, businesses that want to improve their agility should consider applying system thinking. This
approach can help them identify areas of complexity and develop a plan to address these issues. In
doing so, businesses can improve their overall performance and competitiveness.
The Cynefin Framework
Cynefin, pronounced kuh-nev-in, is a Welsh word

that refers to the various, interconnected aspects
of our surroundings and experience that have an
impact on us in ways that we can never completely
comprehend (how we think, interpret, and act).
The Cynefin System was created to aid leaders in comprehending their problems and making choices
that are appropriate for the situation. It recognises that our actions must fit the world we find
ourselves in through a process of sense-making by differentiating between various domains (the
subsystems in which we work).
This enables leaders to develop an understanding of what is actually complex and what is not so they
can act appropriately. This prevents energy from being squandered on overthinking the mundane
while also ensuring that the complex is never attempted to be solved using standard methods.
Almost every imaginable field

has used the Cynefin
Framework at some point,
whether it be strategy, law
enforcement, foreign
development, public policy,
military, security, safety, energy,
healthcare, sales, or education.
In this video, Dave Snowden
provides an overview of the
Cynefin framework along with a
thorough talk of its design and
function. He also provides a
short history and development
of the framework.
7. Sustaining Business Agility-
Frameworks/Tools/Methods
Business agility is the key to sustaining a competitive advantage in today's marketplace. By definition,
business agility is the ability to rapidly respond to market changes and opportunities. In order to
sustain business agility, organizations must be able to quickly adapt their strategies, processes, and
technologies.
There are several factors that contribute to sustaining business agility. First, organizations must have
a clear understanding of their customers' needs and how to best meet those needs. Second, they
must have strong and effective leadership that can make decisions quickly and efficiently. Finally, they
must have the right mix of people, processes, and technology in place to support a agile business
model.
Sustaining business agility is not easy, but it is essential for organizations that want to stay ahead of
the competition. By understanding the importance of agility and taking the necessary steps to support
it, organizations can create a lasting competitive advantage.
A - Scrum
Scrum is an agile project management framework

that uses a collection of values, principles, and
practices to assist teams in organizing and
managing their work. Scrum pushes teams to learn
from experiences, self-organize while working on
an issue, and reflect on their victories and defeats
to constantly better, much like a rugby squad
practicing for the major game (hence the name).
Stakeholders Vision Scrum Master
Product Goal
Product Backlog
Product Owner
Sprint Goal Sprint Review Sprint

Retrospective
Sprint Planning Sprint Backlog Potentially

Releasable
Product
Increment
Scrum Roles and Responsibilities
1. The Scrum Master is responsible for facilitating

the Scrum process and ensuring that scrum roles
and responsibilities are adhered to.
2. The Product Owner is responsible for the

product backlog and ensuring that it accurately
reflects the business needs.
3. The Development Team is responsible for

developing the product and delivering it to the
Product Owner.
Scrum Artifacts
Agile scrum artifacts are documents that stakeholders and the scrum team use to describe the
product being created, the steps taken to generate it, and the steps taken throughout the project.
These relics offer metadata elements that shed light on a sprint's success. They are crucial tools for
every scrum team because they allow the openness, scrutiny, and adaptability principles.
The product queue, sprint backlog, and increments are the primary agile scrum documents.
The main artifacts of agile scrum are the product backlog, the sprint backlog, and the product
increment.
1. The product backlog is a prioritized list of all the work that needs to be done in order to
create the final product. The backlog is typically maintained by the product owner, who is responsible
for ensuring that the most important work is always at the top.
2. The sprint backlog is a subset of the product backlog that is planned for implementation
during the current sprint. The sprint backlog is created at the beginning of each sprint, and is used to
guide the team during the execution phase.
3. The product increment is the portion of the product that is actually completed and
delivered at the end of each sprint. The increment must be in a usable state, and must be approved
by the product owner before it can be considered complete.
Scrum Artifacts
Scrum events are an important part of project management. They help keep the project on track and
ensure that everyone is on the same page. There are four main scrum events:
1. The Sprint Planning Meeting: This is a meeting where the team planning the project
meets to discuss what needs to be done in the next sprint.
2. The Daily Stand-up: This is a meeting where everyone on the team meets to discuss what
they did the day before and what they are going to do today.
3. The Sprint Review Meeting: This is a meeting where the team reviews the work that was
completed in the sprint.
4. The Sprint Retrospective Meeting: This is a meeting where the team looks back at the
sprint and discusses what went well and what could be improved.
B.) Kanban
Kanban is a technique for improving the movement of value through a procedure that makes use of a
visible, pull-based system. Value can be defined in a variety of ways, for instance by taking into
account the requirements of the client, the end user, the company, and the surroundings.
The three techniques listed below, when used together, make up Kanban:
● Workflow definition and visualization

● Handling workflow things actively
● Streamlining a process
These Kanban techniques are generally referred to as a Kanban system when they are used. Members
of a Kanban system are those who take part in the value distribution process.
Why To Use Kanban?
The idea of movement is key to the meaning of Kanban. The movement of possible worth through a
structure is called flow. The goal of the majority of processes is to maximize value, and Kanban uses
flow optimization to accomplish this goal. Maximization is not always the result of optimization.
Instead, value optimization entails attempting to strike the ideal equilibrium between efficacy, speed,
and predictability in the manner in which work is completed:
1. Delivering what consumers want when they

want it is a key component of an efficient process.
2. An effective workflow makes the best use of the
financial resources that are accessible to produce
value.
3. A more predictable process enables correct
value supply forecasting with a manageable level
of uncertainty.
Kanban can be used with almost any process, so

its use is not constrained to a particular sector or
setting. Kanban practices have helped professional
knowledge workers in industries like banking,
marketing, healthcare, and software, to name a
few.
8. Continually Reinventing &
Relentlessely Improving
This is accomplished by nurturing an innovative culture, transforming it into a learning organisation,

and adhering to constant development. It is one of the seven business agility key competencies, all of
which are necessary for attaining business agility. Every core skill has a supporting evaluation that
helps the organisation gauge its competence. These basic skill evaluations and suggested areas for
development are provided in the Measure and Grow piece.
What Is The Need Of Continuous

Culture?
Today's organisations must deal with a flurry of

factors that both generate uncertainty and present
opportunities. The rate of technical advancement
is exponentially accelerating. Startup businesses
disrupt, change, and occasionally even completely
eliminate marketplaces in order to question the
status quo. Market giants like Amazon and Google
are expanding into new industries like finance and
healthcare. Political, fiscal, and environmental
unrest pose a constant danger to alter the
established order. Companies are pushed to
consider and act outside the boundaries of
balance sheets and periodic earnings reports by
the expectations of new generations of employees,
consumers, and society. One thing is certain as a
result of these and other factors: businesses in the
digital era need to be able to adjust quickly and
constantly to avoid decline and, ultimately,
elimination.
What is the cure?
To succeed in the current environment,

organisations must transform into adaptable
change-engines that are supported by a quick and
efficient learning culture. Learning companies
make use of the combined expertise, wisdom, and
innovation of their workforce, clients, suppliers,
and wider environment. They take advantage of
the powers of change. In these businesses,
dedication to the status quo is replaced by
curiosity, discovery, innovation, entrepreneurship,
and wise risk-taking, which also offers security and
dependability. Fluid organisational constructs that
can change as required to maximise the
movement of value take the place of rigid, siloed
top-down structures. As leaders concentrate on
vision and strategy and help organisation
members reach their maximum potential,
decentralised decision-making becomes the
standard.
Learning organization Relentless Improvement
• Constant Sense Of Urgency

Shared Vision Systems
Thinking • Problem Solving Culture
Personal • Reflect And Adapt Frequency
Mastery Mental
Team Learning Models • Fact-based Improvement
• Optimize The Whole
Innovative Culture
Innovative Time & Go See Experimentatio Pivot Without Innovative

People Space n & Feedback Mercy or Guilt riptides
Figure 1. The three dimensions of a continues leaning culture
The three dimensions areas follow-
Learning Organisation- The organization learns and grows at every level to adapt to an ever-
changing environment.
Innovative Culture - Employees are encouraged to explore and implement creative ideas to deliver
future value.
Restless Improvement- Every part of the enterprise focuses on continuously improving its solutions,
products, and processes. The sections below describe each of these dimensions.
Learning Organisation
Learning companies support and engage in their workers' ongoing professional development. The
ability of the business to dynamically transform itself to foresee and seize chances that give it a
competitive edge is fueled when everyone within the company is committed to lifelong learning.
Learning companies are exceptional at knowledge generation, acquisition, and dissemination, as well
as practice modification to incorporate fresh insights. These organisations recognise and encourage
people's innate desire to learn and advance their skills, utilising that urge for the good of the
company.
Learning companies vary from those that employ Frederick Taylor's scientific management
techniques. According to Taylor's model, only the best employees acquire new skills, and everyone
else adopts the management's policies and procedures. Developing into a learning company is not a
selfless endeavour. It serves as a counterbalance to the way of thinking that led many previous
market leaders to declare insolvency. Learning promotes efficiency gains, increases information
sharing, improves problem-solving, fosters a sense of community, and fosters innovation.
Innovation Culture
Innovation is crucial for a company to compete in the digital era. Such endeavors cannot be sporadic
or haphazard. A mindset of creativity is necessary. When leaders foster an atmosphere that
encourages original thought and inquiry while questioning the status quo, they foster an innovation
culture. When a company fosters creativity, staff members are inspired and given the tools to:
✓ Examine potential improvements to current goods.

✓ Play around with concepts for new goods
✓ Find solutions for persistent flaws
✓ Make modifications to waste-reduction procedures
✓ Eliminate obstacles to work.
Some businesses encourage innovation by offering compensated time for research and
experimentation, intrapreneurship initiatives, and innovation laboratories. SAFe takes a step further
by giving all Agile Release Train (ART) members consistent time for each PI to explore innovation
activities during the Innovation and Planning (IP) iteration. Both Agile Product Delivery and the
Continuous Delivery System depend on innovation.
Relentless Improvements
Kaizen, or the relentless quest of perfection, has

been a fundamental principle of Lean
Manufacturing since its beginning in the Toyota
Production System. Even though perfection is
unachievable, aiming for it results in constant
product and service development. Companies
have been able to produce more and better goods
for less money and with happy consumers as a
result, increasing revenues and profitability. The
founder of Lean, Taiichi Ohno, stressed that every
employee must constantly have a mindset of
continuous development if they are to accomplish
kaizen. Executives, product development,
bookkeeping, finance, and sales are all under
constant pressure to perform better.
However, development calls for learning. Problems that organizations encounter rarely have obvious
and simple reasons or answers. The foundation of the Lean model for continuous improvement is
small, gradual, repetitive changes and trials that let a company discover the best solution to a given
issue. One of the four SAFe Core Values is "relentless development," which expresses that
improvement activities are crucial to an organization's existence and should be given precedence,
exposure, and resources. The following parts provide examples of how a continuous learning mindset
is an essential element of relentless development.
Read Before You Enroll!
Congratulations! You have completed your first step toward becoming a SAFe Agilist. Hope you like the
guide. We have poured our expertise and experience into creating this Ebook to provide valuable
insights and practical advice on the subject matter.
At Agilemania, we are passionate about helping individuals and organizations embrace the principles
of agility. We are delighted to have you as a valued reader, and we hope that the information in this
book will be insightful, educational, and enjoyable for you.
What Next?
Now that you have the Ebook at your disposal, We to provide a complete roadmap to the participants
who want to become SAFe Agilist. Here are some suggestions on how you can make the most out of it.
Give FREE And

ASSESSMENTS Congratulations on
of Leading getting Certified as
2 SAFe 4 a Leading SAFe
Agilist
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Table of Content

1 What is Business agility?

2 Domains for Business Agility

3 Business Agility: Need Of The Hour

4 Enablers For Your Business Agility Journey

A) Values and Principles

5 How To Enable Business Agility

Understanding The Relationship Between Complexity And Business Agility By

7 Sustaining Business Agility- Frameworks/Tools/Methods

8 Continually Reinventing & Relentlessly Improving

Our Key Partnerships

• Experience of 23+ Years • Experience of 24+ Years

PadmaPriya Devarajan Sumeet Madan

• Years of Experience 19+ • Has Experience of 18+ Years

Naveen Kumar Singh Atulya Krishna

• Has Experience of 25+ Years • Has Experience of 13+ Years

Piyush Rahate Satyajit Gantayat

➢ Has Experience of 17+ Years ➢ 24+ Years of Experience

The Domains are the most comprehensive

Responsive Customer-centricity, Engaged

Each domain has a set of complementary

Consider leaders that encourage risk-taking, allow

A behavior is a definite, observable, and routine

Each behavior is exhibited by a different actor,

Includes the whole staff (employees, contractors,

When you enhance the fundamental habits across

Begin analyzing the effectiveness of your skills as

Detecting change on the radar is only helpful if

A mere 28 % of executives reported that the

Why is this the case? One explanation is that most

So, what shall be the next step?

Another approach is to abandon command-and-control management in favor of a more

A concise, focused business strategy is essential at

Shift quickly to suit the requirements of clients

You will swiftly stay caught up if you can shift with

4. Enablers For Your Business Agility

Unfortunately, a significantly lesser number of

These companies are typically organized

A) Values and Principles

B.) 6 Key Enablers of Business Agility

1. Leadership and Management

Compared to traditional models of those positions,

4. People and Engagement

Many organizations continue to use management

5. Governance and Funding

5. How To Enable Business Agility

There's no one-size-fits-all answer to this question,

First, creating a culture of agility within your

Exactly what is a "mindset"?

A mentality is a way of thinking that shapes how we

“My potential is “My effort and attitude

“Failure is the limit of my “Failure is an opportunity to

“I’ve learned all I “I can learn to do

Reasons For Entrepreneurs To Have A Growth Mindset

1. New Fields Can Be Explored Through It

3. A Product Can Be Iterated Upon Through It

"Think of entrepreneurship as an iterative process—a method of managing that entails constantly

Lastly, a growth mentality tells you there is always

This can be particularly helpful in fighting

If you discover you've been living with a fixed

Networking and knowledge-sharing with other

B.) Lean-Agile Leadership

The Lean-Agile Leadership skill explains how Lean-