How much business agility can an organization achieve? Is this related to the nature of the organization? To its business model, size, culture, geographical distribution, leadership? Yes, certainly all these elements play a fundamental role in how and in how much agility we can expect to have. You might be surprised to know, though, that there are different ways in which those elements can contribute, which means that business agility is achievable in quite different types of organizations, sometimes unexpectedly. In this session, we are going to relate part of the journey that the speakers, in their function of business agility coaches, are traveling with one of their clients, Pietro Fiorentini Spa, an Oil&Gas multinational company. This company is exceptionally well-versed in Lean methods, which they have brought outside of just production and into different functions of the organization, and this has provided them with a great deal of efficiency in what they do. However, they realize that efficiency (“doing the thing right”) without effectiveness (“doing the right thing”) is worthless or even harmful. So their quest for business agility is a challenge in preserving all that makes them so efficient and improving, through news processes and ways of collaborating, their effectiveness. We are going to discuss some of the changes that are being implemented in terms of leadership, self-organization, and team autonomy in several functions, including concrete examples coming form the designing and building of one of their production lines. We intend to illustrate how business agility goes beyond production (certainly way beyond software production) and can coexist — and be synergetic — with some well-established management approaches. Originally presented the 12 September 2020 at Agile Business Day, Andrea Provaglio, Paolo Sammicheli, and Andrea Aganetti.