In the digital business era, anything that slows down an organization is a recipe for market decline. Many organizations are turning to agile development tools and methodologies to speed up their efforts to respond to changing customer needs and new business opportunities. At the same time, many are uncertain how to measure progress and success, particularly as efforts scale up from small, discrete projects to those that have a broad impact on business agility.\nA 2017 survey by Gatepoint Research\u00a0revealed that 75% of respondents report wanting to move toward business agility in some way, but only 39% are confidently on their way. Among the survey respondents there is widespread recognition that business agility is likely to deliver faster time to act on new opportunities; higher customer satisfaction and retention; increased employee productivity and retention; reduced costs; and competitive advantage.\nExpanding agile principles from a development methodology to enteprise-wide mindset and culture promises to speed up efforts to deliver business value faster than the competition.\nMany in that survey are working on a plan for broader agility but are uncertain how to get started.\n\u2018Hitting a wall\u2019\nDavid Rubinstein, editor-in-chief of SD Times, makes the point that many companies \u201care hitting a wall in trying to implement agile, especially when they look to infuse agile beyond their development organizations.\u201d In order to get to business agility, he adds, \u201cthey need to measure what matters most to them, and to know if their investment in people and process is bringing a desired return on investment.\u201d\nThe stakes in scaling from agile development to agile business are high.\n\u201cEvery CIO I know has seen large-scale, board-visible projects suffer from massive delays\u2014or flat out cancellation\u2014due to late-cycle discovery of fundamental issues that they simply couldn\u2019t \u2018patch later,\u2019\u201d writes Todd Pierce, former chief digital officer for the Bill & Melinda Gates Foundation and a former executive with Salesforce.com. \u201cAcross industries, this puts the organization at risk of falling behind more innovative and agile competitors.\u201d\nDisciplined approach\nBusiness agility is the new way to do business. It requires a disciplined approach to managing change and building responsiveness into the organization\u2019s DNA. To be better, faster, and more efficient, you need information and insight across the portfolio of agile development efforts to ensure they are focused on the business\u2019 highest-value initiatives. Scaling agile requires coordination across multiple roles and departments\u2014especially across silos.\n\u201cYou can\u2019t overestimate the value of real-time, cross-team visibility when it comes to understanding how all projects align with each other as well as how they fit into the overarching business strategy,\u201d writes Marla Schimke, head of product marketing for Agile Central at CA Technologies. \u201cVisibility acts as the foundation upon which priorities can be set at the organizational level.\u201d\nAll businesses can benefit from the advantages of agile approaches, but the larger the enterprise, the greater the challenge of maintaining oversight to ensure all agile projects build toward the overall goal of business agility. Increased agile engagement and adoption come with a commensurate need for governance and management.\nLearn more.