This is a great post with a lot of truth in it. I hope you've studied Deming and his model of organizations, which he called the System of Profound Knowledge. It is like yours but I think it's more complete and you could learn some things from it. The four points in GROWS are exactly analogous to Deming's system: scientific knowledge approach (evidence based), knowledge and understanding of psychology (skills method, but far more complete), knowledge of the statistical consequences of variation (local adaptation, but stats gives you the ability to do it well), and finally, knowledge of systems (all inclusive, in an even better way). Exactly one to one. Deming said a few other things as well, important among them that management must lead the organizational system -- leadership alone can transform the system. This is a huge deficit in many agile organizations, where no true agility is possible under the umbrella of a distant or worse, malignant top management. Finally, Deming prescribed a process of continuous improvement by which the method of work was always to change and improve, under the framework of knowledge, statistical understanding, salience of psychological impact, and of course, systems knowledge. It is all of those things that enable agility and the ability for adaptation. If you're in this world, you should know about Deming, and all his contemporaries. This is a rebirth of an idea that has seen a lot of road time. There are even software companies out there that use his concepts wholesale: Pluralsight is one. Take a look.