Organizations are frequently embarking on large scale product development initiatives involving hundreds, sometimes thousands of team members. Scale brings in additional complexity, non-linear behavior and risk. On the other hand, organizations are actively identifying ways to reduce hierarchies and reducing layers of middle management to become adaptive and agile. Leaders leading large scale product development initiatives are seeking structure and process clarity to fail-proof their undertaking. Plethora of (Scrum) scaling frameworks and methodologies are trying to address these challenges. Some organically and others in more prescriptive way. In this session Kamlesh Ravlani discusses Large-Scale Scrum (LeSS) framework and how leaders can apply it to re-design and descale their organization to scale the value delivery. Large-Scale Scrum is Scrum applied to many teams working on one product. Scrum is almost linearly scalable, hence LeSS framework elements are essentially the same as one team Scrum. LeSS is well balanced between empirical process control and defined elements to work with 2 to 8 teams. From my practical experience working on and leading multiple large scale product development initiatives, and LeSS framework, I'll share elements and practices useful for leaders to re-design the organizations and to enhance the focus on customer value.