2. Create a transformation blueprint. 101 The CEO must also recruit his or her executives to work 010 101 with technologists to identify how to serve customers 010 1000100 0X1X0X1 better, prioritizing initiatives that provide the most 1000100 0X1X0X1 value for all stakeholders. This group must create a 1000100 transformation blueprint to help leaders understand what the company will look like after agile adoption, how it will operate, and what their roles and duties will be. o 3. Establish communities of practice (CoPs). C The company should set up communities of practice to P drive agile adoption and motivate cultural change. s When the agile transformation is under way, the CoPs should provide governance for the effort, and metrics to produce evidence of benefits such as improved customer satisfaction scores or faster time to market for new products and processes—especially improvements in the software development lifecycle. 4. Replace traditional ways of scoping projects with value-driven scoping and budgeting. The old ways of organizing, stang, budgeting, and planning projects must be replaced with value stream- based funding. Retailers should launch high-value, low- cost initiatives first, and delegate scoping and budgeting to agile delivery teams. We recommend following a quarterly cycle for portfolio demand planning, discovery, prioritization, and funding to enable delivery based on business value.