Participate in conversations with Fortune 500 executives to learn their views, successes and challenges in achieving business agility


This provides a unique, entertaining, high tempo "radio-show" experiences for technology and business executives from Fortune 500 organizations to share best practices about business agility. These are produced in 10 minute easy-to-view episodes that members can follow the story as well as contribute their thoughts and requests to steer the next episode. Viewers have a say to how the story unfolds from one episode to the next!


This is password protected for members only.  There are no solicitations from consultants or sales people allowed - just executive peers discussing the complex topic of business agility in a secure community space.  

Annual Radio Events

For members, we will host an annual gathering to meet peers in a social setting in major metropolitan areas. In this forum, you can grow relationships that were started from the Radio interactions.



Sample Episode Summaries


Fortune 50 Telecom Company

TITLE: Be Agile – Don’t Just Do Agile // Doing is not “Being”

SUMMARY: Eric introduces concepts and practices that proved real value to the business, but not without a challenge! 

Eric, Sr. IT Manager, has been managing projects using scaled agile for years and says that they have been doing (acting) agile but struggle to actually being (becoming) agile. He shares the concept of using “minimum marketable products” (MMP) going beyond of a minimum viable product (MVP) to help IT to change the business relationship from being a cost center to becoming a value generating (profit) center.

Fortune 100 Business Services Company 

TITLE: Speed to So-So

SUMMARY: Paulo received accolades for building things fast, but sees how it’s not all that’s needed – or all that’s possible!  

Paulo, Sr. Director of Application Development, has lead agile transformation for thousands within the IT department at his company. Although they have accomplished scaled agile practices in throughout technology, they struggle to deliver products that the customer wants and have had some significant lessons learned. While they accomplished improved time to delivery, they have not positively impacted time to value.

Fortune 500 Business Services Company

TITLE: Leading the Charge for Change

SUMMARY: To get executive buy-in, Ilio dives deep into business goals and change practices, leaving “Agile” out. 

Ilio, VP Lean Enterprise and Agile Delivery, talks about how he has had some initial success engaged the business to participate on changing to an agile operating model. They learned that a change management approach to engaging the business has been effective in getting business buy-in. So instead of focusing their conversations on agile, they focus on their business goals.

Fortune 500 Business Services Company

TITLE: Sparking the Fire

SUMMARY: Jon gets results with scaled agile, yet sees opportunity for more. He shares ideas on how to spark business agility throughout the organization to get even bigger results.

Jon, IT Vice President & Group Manager, is proud to have lead scaled agile to improve on time, high-quality software delivery, but is frustrated that it has failed to achieve ultimate success by improving user adoption. Jon shares a few ideas on how to create the fuel to drive this change toward business agility and accomplish this.            

Fortune 50 Insurance Company

TITLE: What’s in a Name?

SUMMARY: Shannon’s creativity drives agility throughout her organization already fatigued with “Agile” zealots.

Shannon, Senior Transformation Executive & COO explains how agile has been taking two steps forward in IT while also taking one step back with business for years. In fact, the agile word causes an allergic reaction with the business who have been frustrated by the confusing jargon from technology. The allergic reaction when they refer to Agile as a noun, which has negative connotations from past missteps of “agile-first” approaches to the business. She says the minute anyone uses the word "agile", they are banished in the IT as a “cost center” dynamic. She learned successful keys to engage the business executive peers on the agile journey, which includes conversations that avoid agile as a noun, and uses "agility" as a verb - as an action or way of being, to address business goals.

Fortune 50 Telecom Company

TITLE: The Break-Out

SUMMARY: With momentum from scaled agile in IT, Prabal wants to unleash even greater innovation. He challenged the business to become part of the solution.

Prabal, Enterprise Agile Coach, Customer Service, discusses how they earned initial business involvement to unleash innovation. While using a popular scaled model over the years, IT found themselves stifled in including the business. They were able will change the conversation for IT so they can unleash innovation inhibitors of the scaled agile model. This is an exciting breakthrough which needs to be sustained.

Fortune 50 Telecom Company

TITLE: Swimming with Sharks

SUMMARY: Aroon’s creative vision for an agile business gets the entire business talking, “Shark Tank” style!

Aroon, Head of Technology Strategy, explains how his Agile Business vision includes a capital planning Shark Tank and measures customer value received. Just like the show, a business case is pitched to agile teams (squads), include channels, finance, marketing and operations in new conversations. The key to this is to measure value received. Have business goals been met?

Fortune 50 Financial Services Company

TITLE: Be the Doctor

SUMMARY: When the business ignored his advice on agile, Jerry shares how he changed the conversation and created a collaborative effort to drive the business forward.

Jerry Ledonne Executive Director, Application Delivery, Wealth Management, shares how he established trust with the business to adopt agile by the way he handled conversations to be collaborations about business goals, not agile. Since the business doesn’t normally take advice from an IT cost center, this was a challenge. This was overcome by the collaborative nature of the conversations which respected the views of the business instead of going into an agile success rant. By doing this, the business felt like they were respected got to look in the mirror.

Fortune 100 Business Services Company

TITLE: We All Win

SUMMARY: Adrian bridged the gap between the business and IT by valuing customer feedback most! Sales, IT, and customers all came out as winners.

Adrian, Product Manager, Small Business Services, discusses “How he was able to create highly motivated sales channel to be more agile. He was able to bridge IT - business gap by encouraging the sales channels to share customer requests so Adrian can respond and deliver value to their desires.  The channels love it and are enthusiastic willing to change their ways of working to be more agile, since it will help them sell more and better serve their customer.

Fortune 50 Insurance Company

TITLE: The Game-Changer

SUMMARY: Michelle earned conversations at the table by bringing real ideas for the business, which meant more than “Agile” jargon!

Michelle, Agile Transformation Consultant, explains how she surprised the business by changing the conversation by talking about their goals instead of agile jargon. In this case, the sales channels were impressed how she shared ideas on how they can sell more (which required agile change) based on listening to the customer. They were more willing to consider changing to be more agile given her empathic approach. This is helping the company better sense customer needs to respond with valued products.

ExCerpt from an episode:

Ep 1: "Leading the Charge for Change"

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