In the context of the Scaled Agile Framework (SAFe), the Lean-Agile Mindset represents the synthesis of beliefs, assumptions, and actions rooted in Lean Thinking and the Agile Manifesto. For SAFe Agilists and Lean-Agile Leaders, adopting this mindset is the prerequisite for successful organizational transformation, as it moves beyond simply adopting tools to fundamentally changing how work is approached.

The mindset is structured around two primary components:

1. **Thinking Lean:** Visualized as the SAFe House of Lean, this concept aims to deliver maximum value with the shortest sustainable lead time. Its foundation is Leadership; leaders must lead the change rather than dictate it. The pillars supporting this goal include Respect for People and Culture (empowering teams and building high-trust relationships), Flow (optimizing throughput, managing queues, and minimizing waste), Innovation (encouraging creativity and gemba walks), and Relentless Improvement (constantly reflecting to optimize processes).

2. **Embracing Agility:** This involves applying the Agile Manifesto's values and principles at scale. It prioritizes responding to change, delivering working solutions, and customer collaboration over rigid planning and documentation.

Crucially, for leaders, this requires a specific cognitive shift from a 'fixed mindset'—where abilities are static and failure is avoided—to a 'growth mindset.' A growth mindset views challenges as opportunities to learn and believes that capabilities can be developed through dedication. By embodying these principles, Lean-Agile Leaders create an environment of psychological safety, decentralize decision-making, and unlock the intrinsic motivation of knowledge workers, ultimately enabling the enterprise to thrive in the digital age.

In the context of the Scaled Agile Framework (SAFe 6.0), the four Core Values—Alignment, Transparency, Respect for People, and Relentless Improvement—serve as the compass for Lean-Agile Leaders and SAFe Agilists to drive cultural transformation and business agility.

**Alignment** is critical in large enterprises to prevent chaos among distributed teams. Unlike traditional command-and-control, SAFe alignment relies on clear communication of the Vision, Roadmap, and Strategy. Leaders ensure that everyone understands the mission, enabling decentralized decision-making where teams act autonomously but in a unified direction.

**Transparency** builds the trust necessary for high performance. For Lean-Agile Leaders, this means visualizing all work (using backlogs and Kanbans), being open about failures, and relying on objective data rather than assumptions. By making facts friendly, leaders create an environment where hidden problems are revealed early, allowing for faster resolution and predictability.

**Respect for People** shifts the focus from viewing employees as resources to valuing them as the primary source of innovation. Leaders must evolve into 'servant leaders' who empower teams, listen to those closest to the work, and foster diversity of thought. This value ensures that the culture supports the creativity and morale required for complex problem-solving.

Finally, **Relentless Improvement** prevents stagnation. Leaders must model a learning mindset, ensuring the organization constantly reflects on how to optimize flow and reduce waste. Through events like 'Inspect and Adapt,' leaders encourage a culture where risks are taken, and failures are treated as opportunities for growth rather than blame.

By embodying these values, SAFe Agilists guide the organization beyond mechanical Agile adoption toward a sustainable, adaptive Lean-Agile culture.

SAFe Lean-Agile Leaders drive organizational change by internalizing ten immutable principles that define the Lean-Agile mindset and enable Business Agility.

1. **Take an economic view:** Decisions reflect the trade-offs between risk, Cost of Delay, and operational costs.
2. **Apply Systems Thinking:** Leaders optimize the entire system (organization and solution) rather than local silos.
3. **Assume variability; preserve options:** Maintain flexibility in design requirements to manage risk until the last responsible moment.
4. **Build incrementally with fast, integrated learning cycles:** Use short iterations to validate hypotheses via customer feedback.
5. **Base milestones on objective evaluation of working systems:** Progress is measured by working software/systems, not phase-gate documentation.
6. **Make value flow without interruptions:** Leaders visualize and limit Work in Process (WIP), reduce batch sizes, and manage queue lengths to accelerate delivery.
7. **Apply cadence, synchronize with cross-domain planning:** Regular rhythms (cadence) and alignment (synchronization) create predictability.
8. **Unlock the intrinsic motivation of knowledge workers:** Move beyond carrot-and-stick management to foster autonomy, mastery, and purpose.
9. **Decentralize decision-making:** empowering teams to make frequent, time-critical decisions prevents bottlenecks, while leaders retain strategic authority.
10. **Organize around value:** The enterprise structure must reflect value streams to deliver faster, rather than adhering to legacy functional hierarchies.

For SAFe Agilists, these principles provide the 'why' behind the practices, guiding decisions when specific rules do not apply.