Over the last few years, many enterprises have embraced establishing Objectives and Key Results (OKRs) to create aspirational goals that drive higher organizational performance. SAFe has always recognized the benefits of an objective-driven approach and achieves this starting with Strategic Themes —structured in OKR format — as a means to create strategic alignment and guide PI Objectives. But OKRs are a pretty comprehensive tool, and the question of how and where to further apply OKRs.

The quest for business agility is a nuanced and personal journey for any organization. No two digital transformations are exactly alike. That’s why we at Scaled Agile put such emphasis on the cultural aspects of agility. Mindsets, values, principles, leadership, roles, empowerment, collaboration, ‘teamness’ … these cultural aspects of digital transformation align thinking throughout an organization and provide an environment in which agile ways of working can thrive. Still, competing in the digital age isn’t.

Enterprises survive and thrive in the digital age according to how quickly they can deliver innovative business solutions in response to market opportunities and threats. In SAFe, this is called business agility and is the goal of the Lean Enterprise. A critical component of business agility is organizational agility—one of SAFe’s seven core competencies. Introduced in SAFe 5, organizational agility requires Lean-thinking people and Agile teams throughout the enterprise. Let’s face it, ideas, solutions, and.