When Agile teams become successful, they instinctively gravitate toward the resources and information they need to get the job done. As your number of teams grows, a metamorphosis happens within the organizational structure; on paper, it looks like a hierarchy, but what's really in place is a network. 

Even in organizations that have made the shift to a network of teams, a degree of hierarchy still exists, at the top level at least. The network allows the full potential of the organization to be unlocked, enabling the organization to work as a whole to seek value for the customer. 

It's likely that executive teams will adopt some Agile practices as well, including transparent prioritization of initiatives and continuous planning. Transparency helps communicate relevance and ensures we're always working on the most critical objectives for the organization.

People often talk about executives talking a different language, instead frame it as them having a different view—the "50,000 ft view" or the "higher-level" view. Executives don't talk a different language, they just happen to be holding the biggest "big picture" of them all. 

The last piece of the puzzle for the network to become genuinely productive is for the organization to remove divisional ("silo-ed") success measurement practices and replace them with measurements that cross-cut the entire group.

Remember, no-one likes surprises. If we create a view that makes sense to our executive team, it will give them an idea of what is happening. This needs to be a visible information radiator much like the big board in a war room. It's described in the next section.