What defines an agile enterprise? Teaching team managers to be scrum masters? Agile dev? Agile engineering? An agile enterprise must be agile from top to bottom, which means it's rather difficult to force from the bottom. Having your CTO on board is helpful, but even that isn't enough.
Enterprise agility can and should be driven and defined by your business. Agility allows you to be more responsive and more innovative, which makes you more competitive. If you have trouble getting buy-in from your non-technical leadership, they might not know that the "agile" you talk about and the business benefits they wish for are the same thing.
If you don't have your business on board, the best you can ever be is water-scrum-fall. You can be awesomely water-scrum-fall, but you'll be frustrated by its limitations and your business won't get the benefits of agile—so it will be frustrated by your limitations, too.
In this session, the fourth in our "ALM Wednesdays" series, join experts Steven Borg and Cheryl Hammond, of Northwest Cadence, as they show you how to scale up proven practices for team agility into a vision that makes sense at the C-level—not just CTO but also CIO, CEO, and beyond. They discuss the specific business advantages of agility and the mental shifts needed to make it work, how to overcome a traditional project management structure to enable innovation and speed delivery, and how to put your HR department on the scent of the right mindsets and skill sets to bring agility together.