If Agile only creates great workplaces for software developers, but doesn’t generate better business outcomes, its life expectancy will be short. Many organizations embraced Agile management assuming that cost reductions, time savings and quality enhancements for existing customers (i.e. operational Agility) will yield financial gains. Owing to increased competitive pressures this assumption often proves incorrect. Dramatic recent instances include Intel and GE. Major financial gains are more likely to come from Strategic Agility, i.e. generating innovations that create entirely new markets and that turn non-customers into customers. Instead of being slightly better than everybody else in a crowded field, . . .