)The last section of this article, Agile Business Teams, provides more guidance on how business-focused teams join the Lean-Agile enterprise.Agile teams are motivated by a shared vision and their commitment to delivering value to customers and stakeholders. This creates a universal value system and a shared understanding of what Agile is and means. It consists of three dimensions, as illustrated in Fig… In reality, Agile cross functional teams not only means that the team itself is cross functional, but also that each team members can preferably play multiple roles as well. The SAFe House of Lean and the SAFe Lean-Agile principles are equally relevant, and in some cases even more so, ensuring the right mindset for the teams and their leaders.Teams need to master basic Agile practices, which include:Some teams will be more comfortable with Scrum; others might find Kanban more effective; while others will blend concepts and practices from both.Step 1 is a great start to help business teams become Agile, in both the execution and mindset. Some teams choose Kanban as their primary practice. Their needs may include business and technology leadership, marketing, operations, support, finance, legal, security, compliance, first-article production, and any other functions that are necessary for delivering and sustaining the company’s business solutions. This eliminates the hand-off and delays that pushing value through silos causes. Business-focused teams create other work products–marketing campaigns, contracts, and customer resolution. Technology-focused teams, including software and hardware, build technical solutions. Traditionally, a project is organized around component teams (i.e. The term “self-organizing” has been interpreted in a variety of ways: 1. For example, it’s generally better to have two teams of five people than one team of ten. One of the best ways to get faster, higher quality product is to have a faster, higher quality team. A self-organizing team doesn’t answer to anyone And so on… Each of those interpretations may have a kernel of truth, but when carried to an extreme result in situations that are worse than w… that become embedded in code, legal documents, operational workflows, and/or other artifacts—all orchestrated by the trains themselves.Steps one and two will propel the enterprise further on its way to true Business Agility. They plan, demo, and learn together, as illustrated in Figure 3. Each team member is fully dedicated to a single team and works intensely to support its goals. A ‘3 step maturity cycle’ helps them form, advance their processes, and climb on board with the rest of the organization (Figure 4).First, the teams adopt and master the basic Agile mindset and practices. Teams typically fulfill the following responsibilities.Software, hardware, IT, operations, and other technology-focused teams:Business-focused teams (product marketing, sales, support, training, security, compliance, legal, etc. Teams like product marketing may be directly embedded in ARTs, as whole teams or inside other teams. Agile teams drive value through the entire continuous delivery pipeline. A self-organizing team forms itself without any outside interference 4. They are also accountable to each other and to other teams for delivering quality work on time.By moving work to the teams and trains, instead of bringing people to the work, Great teams require more than talented individuals. They design their systems in ways that permit decoupling the solution from the release, enabling the ability to release on demand.As businesses expand agility across the organization, teams outside core development need guidance on how their skills and practices apply to this new way of working. For example, it’s generally better to have two teams of five people than one team of ten.Solution delivery requires broad and diverse skills. But it goes beyond that. (See the advanced topic article, In SAFe, Agile teams building and evolving the solution are on the train and operate as a high performing team-of-teams. Although it wasn’t written for them, the Agile Manifesto’s value system and many of the principles apply to their work.