The agile movement has made enormous strides in the last decade, greatly improving software delivery and creating more satisfactory work environments in many organizations. The next horizon is extending agility from basic software delivery to continuous delivery and into the business itself, utilizing the advances in delivering software features early and often into a transformation of businesses to deliver complete solutions early and often. The drivers for this, as we will see, come from a growing focus of CEOs on trying to survive and thrive in a world of growing complexity, complication and fast moving competition. However, achieving enterprise agility requires a different style of management—an adaptive leadership style. This paper is therefore divided into three main topics—describing the need for enterprise agility; identifying what adaptive leaders need to be doing (actions); and identifying what being (mindset)an adaptive leader means.