Enterprise-size companies have been struggling to become Agile for the past decade. They launch transformation programs, hire Agile coaches and invest huge piles of money to become agile. All of this is done in a hope to turn the synergy of collaboration of empowered employees into a competitive advantage. My experience shows that while the general approach to conducting transformations is well known, there exist aspects of Agility Transformations that simply need to be taken care of. Leaving these aspects unaddressed influences transformations in a negative way, not to say makes the transformations distorted in a long term. I call these aspects The Secrets Ingredients of Agility Transformations.