Enterprise Adaptability
RESTRAT® helps organizations strengthen how work moves as they grow, so teams coordinate better, decisions move faster, and delivery stays reliable even as complexity increases. We focus on practical ways of working that scale across teams, programs, and functions without adding noise or bureaucracy.
We draw from frameworks like SAFe or Scrum@Scale only where they add value, adapting them to your reality rather than forcing a model that doesn’t fit. Our work centers on flow, coordination, and decision clarity — the conditions that make scaling work in practice.
Some practices are worth adopting, and some need to be shaped around how your business actually runs. We help you sort through those choices with minimal risk so growth doesn’t outpace your operating model.
Get familiar with our three-phase approach to secure sustainable growth:
INSTILLING A BUSINESS AGILITY 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.
FORMING AN AGILE ORGANIZATION
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.