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This is one of Agile Reloaded’s journeys into the banking industry.
Timeline and project lifecycle
Assessment & goal settings
Training and pilot project
Portfolio & QBR
A commercial structure to be reshaped
The Agile approach was a partner in forming autonomous teams. Within them, people have been able to transform the way they work by making it more transparent, so that now each team member knows what the others are doing and their purpose is shared. This also allows for consistent verification and precise measurement of each process. Which outcome? Business objectives are met within the timeframe driven by business strategy.
So many questions, so few guarantees
Do we have the right people for this reorganization, and how long will it take to be on track?
How do we frame the hierarchy and align the Performance Management system?
What if we can’t hire the full-time people that are needed?
How we have been supporting the transformation
Approach, organization, actions
AR team coaching, collaboration with Transformation Team, 2-week sprint, impediment board, care and growth of internal scrum masters, continuous improvement tools.
New product owners. 5 new
Scrum Masters (recruiting).
Reduced time to market
of about 10%. Increased release frequency.
Hierarchical pyramid scheme
Flat hierarchy in tribes.
Quarterly budgeting and governance cycle, rather than yearly
In about 150 days
we have been working with