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In a Sustainable Way


Business Agility

RESTRAT® coaches work with you to establish a repeatable pattern for integrating additional Agile teams, helping you grow and mature as an Agile organization. We offer a tailored Agile Transformation solution with training, workshops, consulting and organizational change management to provide the supporting structure that makes Agile at scale a reality.

Our experienced consultants make scaled Agile frameworks like SAFe, LeSS, Scrum@Scale work in the real world, helping you avoid the failure patterns we’ve seen repeatedly in scaled Agile adoptions.


There are practices to adopt and some are best made by you, as an expert in your own business. We help you sort out those decisions with minimal risk.

Get familiar with our three phase approach to secure sustainable growth:


Agile is a mindset and note a mere cool business lingo. Being Agile is more than just doing Agile. Make your teams truly responsive, adaptable, and customer obsessed.


There is a science and an art to scaling Agile. One cannot just replicate, cut & paste from the team level to the portfolio one. The effort to scale Agile needs to be agile itself.


Business agility is built on the foundations of Agile framework, culture, values and principles. The ultimate goal is to go both across and up an organization to form a fully Agile organization.

Agile Mindset

Business Agility is about “embracing complexity” versus “trying to control the uncontrollable”. It’s about letting go of control, about trusting and about customer-focus using radical transparency to show results and obtain frequent feedback. It is about enablement and setting people for success, so to unleash the potential of your organization. It goes back to Eli Goldratt's book, The Goal: Can we match our capacity to our throughput in a way that is meaningful, as compared to trying to burden people with overwork and having low-quality outcomes?

Scaling Agile

Wherever you're starting from, realize that your effort to scale agile needs to be agile itself. Choose a framework that will start you on the right path, and adjust it as business needs evolve and new insights emerge, but not so much that it's no longer recognizable as agile. That is to say, scaling the practices of Agility across multiples teams. 


Senior Management drives strategy and direction and as the senior leadership champions agile culture for the whole organization. A transparent culture surfaces issues without fear of retaliation and does that in a timely manner so the right solution can be formed faster and keeping teams moving forward.


Scaling Agile successfully relies on three common traits: An iterative program with build-measure-learn cycles already utilized at the teams level; Open cross communication between organizational silos similar to the Agile ceremonies conducted at the teams level where context is shared constantly; Frequent releases guaranteeing a constant visibility of a Minimal Viable Product (MVP) or value and ensuring a timely and frequent feedback.

Agile Org

The ultimate goal is to go both across and up an organization to form a fully Agile organization. We witnessed that organizations need something beyond scaling frameworks like SAFe or LeSS, which are essentially operating in the Product or Platform space to ensure Agile teams doing the right work and are fully integrated.


The other two types of scaling Agile involve scaling the concepts of Agility across (Horizontal) and up through (Vertical) an organization. We recognized that though sometimes it’s a challenge to do Scrum per se outside software, organizations can utilize the Agile mindset and Lean thinking. 


Scaling Agility horizontally across the organization is mostly about processes and how to implement the concepts of Agility in different business segments of the organization so that the business as a whole is agile and in sync when approaching business issues. Scaling Agility vertically up the chain of command has to do mostly with people and often has less with projects’ execution and more with the coordination across different groups and corporate governance.

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