It has a summary of what CEOs/CIOs and managers need to know are the changes they need to make in order to adopt agile:
- Larger-teams should be broken into smaller ones
- Functional silos have to be broken down, or at least weakened
- Specialists may have to pick up new skills
- Teams must learn to self-manage, and managers must learn to let them
- Routine activities have to be automated (integration, builds, testing, etc.)
These underlie the message that "going Agile" is more than just a change in one's technical processes. It also requires changing (mind-set as well as process) how one does not only project-management, but also overall management - including status-accounting and reporting of results. And it requires a great deal of rigor/discipline (even tho it may be less formal) in these practices as well as the technical/engineering practices.
You can't expect to make a successful go of Agile by modifying only your technical process & practices. Management has to make some changes too, and the most significant change may be the mind-set for how they are accustomed to measuring and reporting progress (especially for those currently using stage/gate management).