This document discusses the introduction and implementation of Scrum at Tata Communications Ltd (TCL), a large global telecommunications company. It describes how TCL began evangelizing Agile and Scrum in 2011 through training, selecting initial simple projects, and demonstrating value. A key project involved developing a new product, which clicked due to factors like a young and hungry team, exciting new technology, and high risks. Over time, TCL selected more ambitious projects, aimed for 80% of work in Scrum, and gained business and leadership buy-in for its value. The document also discusses assessing Agile maturity through tangible elements like roles, artifacts, and ceremonies, as well as intangible elements like team culture, continuous improvement