Creating Agile Organizations helps Managers and Scrum Masters become effective change agents, and move from agility with individual teams to agility at large scale.

The book could be roughly divided into two parts. The first one, Foundational Concepts, includes Systems Thinking, basics of flow and resource efficiency, guidelines for organizational design, preferred coaching approach and guidelines for productive change. The second half of the book, Applying the Concepts, offers practical tools for large-scale organizational Agile adoption like, for example, defining a product workshop, tools for preparing and facilitating large scale Agile events, and guides for working with teams and leadership. The tools are explained using various real-life examples about organizations, Product Owners, and teams in their journey to become an Agile company.
The examples show how to prepare, structure, and guide large scale Agile adoptions. They provide real-life examples of organizational designs, challenges, solutions, and pitfalls to learn from.
Finally, we share a few case studies of how Scrum is used to scale agility successfully on a large scale.

Part I—Foundational Concepts

• Chapter 1—Organizing for Adaptability is about the problems that organizations face when adopting agility at scale. What are typical problems, organizational design flaws and what would need to change in order to be successful.
• Chapter 2—Systems Thinking describes the overarching approach to improve on organization. We introduce the basic concepts and techniques and lay the foundation for the rest of the book.
• Chapter 3—Optimize for Adaptiveness is about the strategic choice regarding optimization goals. It provides the basics of lean thinking and queueing theory to make informed tradeoffs between flow and resource efficiency.
• Chapter 4—Agile Organization Design describes organization design principles for use when working at the leadership level of an organization.
• Chapter 5—An Agile Adoption Approach provides an overview of the adoption approach. We share a birds-eye view of the activities we found crucial for a large-scale adoption.
• Chapter 6—Coaching for Change provides guiding principles on how to make the change successful in your organization.

Part II—Applying The Concepts

• Chapter 7—Group Facilitation is about the many occasions where you need to facilitate a group of people. In this chapter, we share how to prepare, design, and facilitate workshops.
• Chapter 8—Preparing the Product Group describes how to do just enough preparation to successfully start your transformation. We explain how to align management around their objectives, identify what needs to change, define your product, and how to identify the organizational elements to form the product group.
• Chapter 9—Launching the Product Group shows how to successfully launch the product group and prepare to work in the new organization design. We provide a set of activities and techniques you can consider in your launch.
• Chapter 10—Coaching Teams is about working with teams in a large group. We delve into what teams are and what you as a coach can do to guide team development. We discuss techniques you can use for coaching, and productive team relationships.
• Chapter 11—Guiding the Product Ownership is about service to product ownership of a large product group. Who is the right person to lead the group? How to move away from output to outcome-based measures, and how to work with multiple teams.
• Appendix—Case Studies and Workshop Examples

It is our hope that you, the reader of this book, will enjoy the benefits of Coaching Agile Organizations, and be inspired to face your organizational design challenges head-on.