Example 2: A large U.S. retailer Problem: Traditional project delivery methods were unable to meet business expectations for quality and timeliness. Functional silos dominated. Too many interdependencies among applications meant that software products depended on other software products to work—making them unreliable and inecient. Solution: Reorganized the enterprise, transforming it into a business portfolio-based product organization. It switched to agile and Scaled Agile Framework delivery methods across all business lines. A technology refresh included infrastructure upgrades that supported automation, including DevOps. New work spaces were created to improve collaboration and agility for business stakeholders and development teams. Results: The retailer saw an eight-fold increase in annual product deployments. New product features reached the market 40% faster than before. Production problems fell by 20%. IT costs dropped by 20%. And IT infrastructure improvements led to a 95% reduction in lead times needed for providing required resources. Time for an Agile Enterprise Lean-agile is a proven approach being adopted by all types of enterprises. For companies facing new competition, especially from non-traditional, digitally native companies, not pursuing lean-agile is not an option. When starting this journey, draw the vision for agility at an enterprise level. Every company is unique, so, where to start and how to scale will be different for everyone. But prioritizing the need for speed is always the same. Then experiment, learn, and adapt. And do not look for perfection; do not fear failure. In agile terms, failure is an opportunity to learn, refine, and improve the organization, and the result. Fail quickly. Learn. And then go fast.