The purpose of this study was to examine how Nordea could take on agile scaling, focusing on a unit of distributed Scrum teams within their departmentfor digital banking. The aim was to be achieved by attempting to identify appropriate methods and best practices - for scaling agile - to implement for the unit's success. The teams are working in isolation from each other, deployed across Scandinavia, despite the development of the same products/services. By studying the challenges of Nordeas unit, this master thesis could give some concrete examples of how a large organisation can proceed to take on the aspect of agile scaling, involving distributed teams. The conclusions are that Nordea has initiated an agile transformation, but need more uniform teams if they want optimize through synergy effects. To attempt agile scaling for distributed nonuniform teams is not recommended. The management lacks transparency and should get more involved to make an analysis on the current situation so that long-term goals can be set up. Making use of a ready-made framework for scaling is not recommended when there are few dependencies between a small number ofpeople. To continue forward the assistance of external experts, who can analyze and measure the relevant components, is recommended. Recommendations have been given to the the question formulations anda number of other relevant points. These recommendations include appropriate methods and best practices for management to proceed with, and revolve around making the team more uniform without encountering too much of a resistance.