Over the last few years, as agile has gained traction inside the enterprises, we've seen many scaling frameworks have sprung up. These scaling frameworks claim to retain the core agile values & principles and aim to provide a simple yet comprehensive way to scale agility across the organisation. There have been several success case-studies that have been published. We also hear and see many horror stories of failed scaling attempts. 

In this panel, let's have a critical view of the entire scaling framework eco-system.

Many organizations have achieved sufficient success at the single team level with Agile approaches like Scrum that they want to bring Agile to their entire enterprise. They want to reap the benefits of Agile across their whole organization, but they struggle with where to start and how to sustain the change. Scaling Agility has two dimensions: scaling horizontally, across large numbers of teams, and scaling vertically, integrating the work of multiple teams into a single product. Focusing on both dimensions enables organizations to achieve sustainable change by solving 3 main challenges: achieving consistency and the right Agile culture across teams without dictating behaviors, fostering the right interactions between Agile and non-Agile teams when there are dependencies between them, and adapting Agile approaches to deliver products that require a team-of-teams approach. 

DevOps practices remove barriers that prevent Agile teams from achieving higher velocity, delivering higher quality products, and reducing technical debt. Not everyone views it this way: some see DevOps supplanting Agile. Yet DevOps needs Agile just as much as Agile needs DevOps: DevOps provides practices that support delivering higher quality products as faster cycles, while Agile practices provide the business engagement model and the teaming model that fosters collaboration and helps organizations "build the right thing", not just "build the thing right".

Organizations struggle to adopt Agile practices because their cultures do not encourage or support Agile ways of working. Examining the beliefs of leaders and professionals in organizations can reveal insights about the organization's readiness for change. The five beliefs discussed in this presentation help organizations to have an honest, and often revealing, conversation about why they want to become Agile, and how far they are willing to go to adopt Agile principles, practices, and mindsets. By helping organizations understand what they really value, discussions about beliefs can reveal potential barriers to adopting Agile practices and mindsets. Understanding these barriers is essential to overcoming them and achieving the benefits of Agility.