When Agile development moves beyond a single scrum team and into the Enterprise IT domain, several considerations must be addressed. For Scrum (or most other agile methods) focus on the team is paramount. The behaviours of the team should follow Katzenbach's definition of a team as...
...a small group of people with complementary skills who are committed to a common purpose, performance goals and approach for which they are mutually accountable - Katzenbach, J. R. and Smith, D.K. (1993), The Wisdom of Teams: Creating the High-performance Organisation, Harvard Business School, Boston
This definition for single scrum teams needs to come in contact with Corporate Governance, managerial finance, decision making in the presence of uncertainty when spending the firms money that has impacts beyond the team and their natural desire to control their own destiny. Governance is about decision rights. IT Governance: How Top Performers Manage Decision Rights for Superior Results is a place to start.
In a recent exchange on Twitter it was mentioned in response a my post that some teams consider the corporate money their own that imagine a world where Ownership has faith and trust in the workers to spend the money appropriately, and this seeming lack of trust in the team's ability to consider external governance as part of their behaviour ...speaks to a lack of trust that the people they have hired are capable of making proper decisions.
Governance is the basis of business management in some form for all organisations beyond that small group of individuals Katzenbach speaks of. The title of this Blog - Herding Cats - speaks to the issue of organisational governance. Herding cats is "an idiomatic saying that refers to an attempt to control or organize a class of entities which are uncontrollable or chaotic." (Warren Bennis, Managing People is Like Herding Cats (1997)).
When Agile encounters governance here's some thoughts from a book chapter on how to assure the benefits of both paradigms are delivered.