Improving organizational readiness by addressing impediments to agile in the organization is a useful strategy to effectively help prepare the organization for this change, because it can help to create a supportive and conducive environment for agile adoption. Impediments to agile can include cultural, structural, procedural, or technical barriers that prevent or hinder the implementation of agile principles and practices. By identifying and addressing these impediments, the organization can reduce resistance, increase alignment, and foster collaboration among the stakeholders involved in the change. Some examples of addressing impediments to agile are: providing training and coaching on agile methods and mindsets, creating cross-functional and self-organizing teams, streamlining processes and workflows, and adopting agile tools and techniques. The other options are not useful strategies to effectively help prepare the organization for this change, because they may not address the underlying challenges or opportunities of agile adoption, or they may create more problems or risks. Creating a task force of executives who will monitor agile projects on a daily basis may not be effective, because it may imply a top-down and controlling approach that contradicts the agile values of trust, empowerment, and feedback. Adding multiple layers of managers who will be accountable for the agile execution may not be beneficial, because it may create bureaucracy, silos, and conflicts that hamper the agile delivery and responsiveness. Taking a big bang approach of moving the whole organization to agile at once may not be feasible or desirable, because it may overwhelm the organization with too much change and uncertainty, and it may not account for the different needs and readiness of different parts of the organization. References: Agile Change Management - Project Management Institute, How to Overcome the Top 5 Impediments to Agile Transformation, How to Prepare Your Organization for Agile Transformation