Scaling agility as a process of applying agile concepts to more extensive parts of the organization promises incumbent firms to achieve the same benefits as their digital competitors. However, copying digital-born companies' approaches seems problematic, as incumbent firms are distinct from their digital competitors. Thus, this research aims to consolidate what we know about scaling agility in incumbent firms. To answer this question, I conduct a structured literature review to understand scaling agility for incumbent firms better, resulting in the four dimensions of structure, methodology, governance, and dependencies with nine themes: coordination, processes, roles, effectiveness, risk management, budgeting, measurement, architecture, and culture/mindset. Moreover, the review develops six avenues for future research. With this, the literature review provides an integrative picture of scaling agility, enhances conceptual clarity, and helps practitioners by providing an overview to use in their efforts to scaling agility in incumbent firms.