Many large companies make the fundamental mistake of scaling agile without understanding the whole idea behind agile principles. Being large shouldn't prevent you from looking at the fundamentals. I have heard many highly paid "agile" consultants say that the agile principles and process is all theory and the "big" companies should do things in a different way. After many years of "transformation" and pocketing lots of consulting dollars they will still complain about organizational inertia and lack of support. The moment they leave the company the entire "agile journey" will go in reverse direction.
The objective of transformations shouldn't be to support any tool or any framework or tied to custom "enterprise" agile SDLC. The transformation should focus on individuals, teams and products. Equip them with modern tools , train them on Agile and DevOps principles and encourage them to learn from their mistakes. Guide them and provide them the freedom to make the necessary changes.This will take lot of effort and time. There is no gain without pain. The people/coaches/consultants who say otherwise have no clue about Agile or DevOps transformation.
Many scaling framework sales people are selling the kool-aid. According to them all the organizational problem will go away if the company start using their framework. The irony is that to use that framework the company will have to hire these consultants. Many company executives who drunk their kool-aids didn't see the promised land.
Unless you make the foundations strong you cannot scale. I have not heard of sky-crappers build on flimsy foundations. They wont last long if someone tried to do so. Don't drink the kool-aid , start investing in your teams.
I found a pretty interesting video. Check this