Many corporations do agile in a localized manner, in general at the team level, however agility applies across the entire organization, and beyond the boundaries of IT.
A transition from local agile practices to business agility is guided by fit for purpose agility, shaped by fit for context agility, run by fit for practice agility and optimized by fit for learning agility. Business agility is the concern of the entire organization and not just the delivery tier, and as a purpose it can be pursued through a generative agility model (learn about needs by exploring the context, figuring out what knowledge will enable the right changes).
Business agility is about creating value and producing better business outcomes, being able to decide what to stop, start, and continue doing based on experiences, understanding customer needs and optimizing the organization to create the greatest possible value. It requires agility across the entire value stream.
The value stream’s context supports the creation and delivery of a minimal business outcome (Al Shalloway’s concept of Minimum Business Increment) through work acceptance based on the value it delivers to the clients. Implementing a business solution is based on the understanding of the double/dual loop of needs and outcomes between the business partners.
The case of business and delivery teams is at the heart of business agility: the business needs solutions to be delivered, the delivery team needs guidance and clarity from the business to deliver the solutions. Then, the definition and implementation of value streams help decouple the double loops into smaller loops between the value-add teams that compose the stream (portfolio management team, product management team, DevOps team, release management team).
The solution is then expressed through management of the value workflow: work intake process and value delivery by each team, and the feedback loops implemented to capture needs and outcomes.
Agile Ways 