Reed Elsevier implemented a "learn by doing" strategy and a managed approach to enable a large organization in an agile development process. CEO support and the promise of the benefits the process would yield were critical success factors. Picking the right project, assembling a strong team, and partnering with experts were all key in delivering on the promise. The appointment of a dedicated person accountable for the successful enablement was essential. During the journey, important lessons were learned about integrating User-Centered Design, managing release plans, and working with other teams. In addition, a stage-gate governance model was overlaid on the agile development process. This not only gave the business the means to manage investment but also provided an effective avenue for familiarizing senior management with agile principles.