From a business perspective, getting some gains from a partial implementation of Lean-Agile is better than waiting until the conditions are ripe for a full implementation.
We have seen some articles in the software domain where they talk about needing Enterprise adoption of Lean-Agile. That is great if you can get there, but don’t wait until you can implement it in your entire organization.
Lean-Agile is good enough to provide gains even when partially implemented, for example in only a single project. Sometimes people at the level of the Training Department or the Learning & Development Department do not have the connections to pull off an enterprise-wide culture change. You don’t have to wait for enterprise-wide adoption to gain some benefits from Lean-Agile.
For buyers, you’ll need to find a contractor/supplier that you think can do it and then iterate.
Don’t let perfect be the enemy of good. General McClellan drove President Lincoln to frustration with this method of waiting for the perfect situation before doing anything during the American Civil War. It was not a successful strategy for him. The President replaced him. Apply what you can, get some early successes. Use that data to help justify and drive the expansion of the Lean-Agile approach.
Think experimentation using PDCA. Get leadership support for buying this way.
We have experienced gains implementing Lean-Agile inside a large organization (with tens of thousands of employees) without waiting for full Lean-Agile at the Enterprise level. You can achieve gains without having the entire parent organization do what you want to attempt.