You have been asked to roll agile out across twelve teams. How would you approach it, and why do most transformations disappoint?

Short answer

Start from the business problem and the place where work actually waits, then change the system around the teams - funding, governance, handoffs, utilisation targets. Transformations disappoint because the team-level ceremonies are adopted and the management system that produced the delay is left untouched.

An agile transformation fails when it changes vocabulary faster than it changes decisions. Strong answers treat agile transformation as an operating-model change: funding, governance, product ownership, engineering practice, and leadership behaviour all have to move. Scaling ceremonies on top of old incentives is not agile transformation; it is the old system with more meetings. The interviewer wants to hear how you would inspect whether scaling has improved flow, autonomy, and customer feedback rather than whether the agile transformation produced branded roles. A credible agile transformation changes what leaders fund, inspect, and reward.