Change that holds across more than one team
An organisation does not change because someone declared it should – that is the actual work here. Leading SAFe and the SAFe Agilist foundations give you the frameworks for scaling lean-agile ways of working past a single team; scrum and product-management leadership cover the roles that carry it day to day; and the lean-agile practices underneath address the part everyone underestimates – moving people, incentives and decision-making, not just process diagrams.
The hard part of a transformation is rarely the method; it is that change is a people problem wearing a process problem’s clothes. Mandated from above and run like a tooling rollout, it stalls – the way plenty of digital transformations did. The track is built around what makes change actually take: sponsorship, sequencing, governance, and the patience to let new ways of working become normal.
AI is the current wave of this, not a different kind of problem. “Make us an AI company” arrives as if it were a procurement decision. So the track adds opportunity-mapping to point change at problems worth solving and AI governance for leaders so adoption does not outrun your ability to stand behind it.
Treat it as a procurement decision and it joins the graveyard of mandated rollouts; treat it as change management and it has a chance. That is the bet this track makes. For the route the engineering side actually walks, see the AI-Assisted Software Development path.