This document discusses building cultural agility in organizations. It describes cultural agility as when an organization's norms are inherently agile or have become agile. It discusses three company tales that illustrate different levels of cultural agility: Company 1 had a command and control structure with some pockets of agility; Company 2 provided agile training but mechanics were not ingrained; Company 3 successfully implemented scrum but had waterfall residue and competing teams. The document outlines signs that a culture is not agile and provides recommendations for building cultural agility, such as understanding the existing culture, removing blockers, focusing on outcomes through experimentation and examples of success.