 Hello, good afternoon. My name is Sriram Narayan and I am currently serving as an IT management consultant with ThoughtWorks. Been in the industry for quite a while, over 16 years. In technical roles, managerial roles, product management, marketing sort of roles and in as agile coach consulting, organizational transformation, these kind of things. Lately I am more involved with what I call as IT organization design, which is more of looking at some of the organizational aspects. You know, we are all very familiar with some of the engineering aspects of agile software development, some of the process related aspects and so on. But in my experience, sometimes it is the organizational aspects, the surrounding environmental aspects that come in the way and that is my current area of focus. And that is what I am going to be talking about, which is organizational agility. What are some of the things about the organization itself that comes in the way of our attempts to scale agile? So, a while back I was consulting at this place where they had about 30 development teams and they had gone through a bit of agile adoption by themselves. They had brought in an agile coach, invested in a bit of training and they had chosen a single team among those 30 teams as a pilot and they had done a bit of test driven development, continuous integration, developing stories instead of use cases, stand-ups, retrospectives. They had done some of that and they had got some results, they had got some benefits out of it. And it was mostly in the area of what I would call as improving software quality. And then they said, okay, we have done this with one team. Now, how do we scale it to the 30 teams that we have here? And that is where I was brought in and this question was asked to me that how do we scale it? And I think this represents a common way of approaching this, where we think that we have achieved something with a single team. A single team has gained certain skills and now we want to replicate it across 30 teams and we consider that to be scaling agile. We consider that to be the problem statement of scaling agile. But I feel it is this sort of replication of some engineering practices and some process elements.