Agile provides a good framework for improving software development, but it is not enough to get true improvement in the way the whole organization functions or to get significant business benefits. Very seldom an organization’s biggest problems are in software development. More often they are in interfaces of different functions or not understanding well enough what business the organization is in and what do customers really want. For these purposes, it is argued, that lean thinking gives better tools to understand and address the underlying problems. It is shown that lean and agile complement each other in many areas, but there are also challenges in combining the two approaches. Lean addresses the role of management, which agile mostly omits. It is argued that combining lean thinking with Scrum means actually going to the roots of Scrum; Scrum has been influenced by lean thinking, so there is no inherent conflict.