Explanation
This is how SAFe recommends using a second operating system to deliver value. A second operating system is a way of organizing an enterprise that combines two complementary structures: a traditional hierarchy that provides stability, alignment, and efficiency; and a network of empowered teams that provides speed, agility, and creativity. A second operating system helps enterprises achieve organizational agility, which is one of the core competencies of business agility in SAFe. Organizing development around the flow of value means creating cross-functional Agile teams and ARTs that deliver value in a regular cadence. Maintaining the hierarchies means preserving the existing roles and functions that provide governance, compliance, and support. References: Organizational Agility, Dual Operating System

Explanation
Conducting a PI planning event is an example of applying cadence and synchronization in SAFe. Cadence is a regular and predictable pattern of events that provides a rhythm for development. Synchronization is the alignment of multiple perspectives and activities within a cadence. PI planning is a two-day event that occurs at the beginning of every Program Increment (PI), which is typically an 8-12 week timebox. PI planning brings together all the teams in an ART to align on a common vision, identify dependencies, plan features, establish objectives, and commit to a plan for the next PI. References: Develop on Cadence; Release on Demand, PI Planning

Explanation
A SAFe portfolio is a collection of development value streams. A development value stream is a long-lived series of steps that an enterprise uses to continuously deliver value to a customer or stakeholder. A development value stream typically consists of one or more ARTs and SolutionTrains that build and deliver solutions. A SAFe portfolio aligns and governs one or more development value streams that share a common business mission, vision, strategy, and funding. A SAFe portfolio helps enterprises achieve Lean Portfolio Management, which is one of the core competencies of business agility in SAFe. References: SAFe Portfolio, Development Value Streams

Explanation
This is how SAFe describes Customer Centricity. Customer Centricity is one of the core competencies of business agility in SAFe. Customer Centricity means putting the customer at the center of everything the enterprise does, and understanding their needs, desires, and problems deeply. Customer Centricity also means adopting a mindset that focuses on observing and learning from customer behaviors that produce the best innovations, rather than relying on assumptions or opinions. Customer Centricity helps enterprises deliver solutions that delight their customers and achieve market differentiation. References: Customer Centricity

Explanation
One way Lean-Agile leaders lead by example is by modeling SAFe's Lean-Agile Mindset, values, principles, and practices. A Lean-Agile Mindset is a way of thinking that embraces the values and principles of Lean thinking and Agile development. A Lean-Agile leader is someone who exhibits this mindset and applies it to lead others in achieving business agility. A Lean-Agile leader models SAFe's four core values: Alignment, Built-in Quality, Transparency, and Program Execution; as well as its ten principles: Take an economic view; Apply systems thinking; Assume variability; preserve options; Build incrementally with fast integrated learning cycles; Base milestones on objective evaluation of working systems; Visualize and limit WIP; reduce batch sizes; manage queue lengths; Apply cadence; synchronize with cross-domain planning; Unlock the intrinsic motivation of knowledge workers; Decentralize decision-making; Organize around value; and Adopt a customer-centric mindset. References: Lean-Agile Mindset, SAFe Core Values, SAFe Lean-Agile Principles, Lead by Example