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According to SAFe Principle #10, what should the Enterprise do when markets and customers demand change?

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A. Create an Agile Release Train to focus on value

B. Apply development cadence and synchronization to operate effectively and manage uncertainty

C. Reorganize the network around the new value flow

D. Create a reliable decision-making framework to empower employees and ensure a fast flow of value

The Correct Answer is

C. Reorganize the network around the new value flow


According to SAFe Principle #10, when markets and customers demand change, the Enterprise should organize around value. This principle emphasizes the importance of aligning the organization’s structure and workflows to the value streams that directly serve the customers and markets. While the specific options you’ve provided are not verbatim expressions from the SAFe principles, the closest action that aligns with organizing around value when faced with changing market and customer demands is to:

Reorganize the network around the new value flow.

This action involves identifying and understanding the value streams within the organization—how value flows from the concept to cash—and then ensuring that the organizational structure, teams, and processes are aligned to optimize this flow. It may require redefining teams, forming new Agile Release Trains (ARTs), or even changing the organizational hierarchy to ensure that the enterprise can respond effectively and efficiently to the new demands of the market and customers.

Organizing around value helps the enterprise to be more responsive, flexible, and able to deliver what customers need with speed and efficiency. It focuses on breaking down traditional silos, encouraging collaboration across functions, and enabling a more adaptive and customer-centric approach to delivering products and services.

Organizing around value, as emphasized by SAFe Principle #10, involves several strategic actions to ensure the enterprise can quickly respond to changing market demands and customer needs. Let’s delve into the deep details of what this entails and how it’s implemented:

Understanding Value Streams

  • Identify Value Streams: The first step is identifying the sequences of activities that deliver value to the customer. This could be a product, a service, or a combination of both. Understanding these value streams is crucial for organizing the enterprise around the delivery of value.

  • Map the Value Stream: Once identified, each value stream is mapped from end to end. This mapping process highlights the steps that contribute directly to customer value, as well as areas of waste, delays, or inefficiencies.

Reorganizing Around Value

  • Form Cross-functional Teams: Instead of traditional departmental or functional silos, the organization creates cross-functional teams aligned with value streams. These teams include all the necessary roles and skills to deliver value from concept to cash.

  • Agile Release Trains (ARTs): In SAFe, value streams are operationalized through Agile Release Trains, which are long-lived teams of Agile teams that deliver value incrementally. An ART aligns teams to a common business and technology mission.

  • Stream-aligned Teams: These are teams directly responsible for building and supporting a stream of value to the customer. They work on a flow of work that delivers features, enhancements, and fixes for their area of the product or service.

Operating with Agility and Lean Principles

  • Apply Cadence and Synchronization: Regular, synchronized cadences for planning, integration, and delivery help manage the complexity of delivering large systems. This regular rhythm helps manage uncertainty and enables predictable delivery.

  • Decentralize Decision-making: Empowering teams with the authority to make decisions at the lowest possible level accelerates delivery and improves responsiveness. This principle requires a culture of trust and a clear framework for decision-making.

Continuous Evolution

  • Inspect and Adapt: The organization must continuously evaluate its value streams and organizational structure. Market conditions, customer needs, and technology evolve, so what works today might not work tomorrow. Regularly reviewing and adjusting value streams and teams ensures the organization remains aligned with market demands.

  • Lean Portfolio Management (LPM): LPM provides governance, funding, and portfolio strategy aligned to value streams. It ensures that the portfolio is responsive to changing priorities and that investments are made in the most valuable initiatives.

Challenges and Considerations

  • Cultural Change: Moving to a value-stream-centric organization requires significant cultural change. It challenges traditional hierarchies, roles, and departmental boundaries.

  • Skill Development and Training: Teams may require new skills and training to work effectively in a cross-functional setup.

  • Technology and Tooling: Supporting value stream-centric organizations often requires investment in new technologies and tooling to enable collaboration, visibility, and delivery across dispersed teams.

Organizing around value is a comprehensive approach to enterprise agility that requires commitment, collaboration, and a continuous improvement mindset. By focusing on delivering value through well-defined value streams and empowering teams, enterprises can become more adaptive, responsive, and ultimately more successful in today’s fast-paced market environment.

Other Leading SAFe 6.0 Question – Which pathway would a LACE use on the Agile growth lifecycle?

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