Agile Transformation
in the
RENEWABLE ENERGIES
Agility for sustainability
What happens when Kanban meets wind farm design?
A fascinating journey for us at AR too, where we applied our approach in a non-software development context.
Together with the client, we experienced a bold and innovative transformation path in the field of renewable energies: tackling an internal re-organization of the production chain of power plants scattered around the world, according to Agile methodologies, also involving side projects in the field of sustainable tourism.
Customer's needs
Agile, to meet the fast pace of television even on digital channels
Deploying Agile methodologies in non-IT contexts.
Evolving existing organisational models in the company.
Involve in the transformation also projects that are external to the core business, such as sustainable tourism and visits to power stations.
Initial Background
- Large company (about 8,000 employees).
- Need to coordinate projects involving thousands of people in different offices and divisions, while maintaining a high level of involvement.
- Geographical distance, projects on world-wide scale.
Focus areas
- Manufacturing processes.
- Coaching with managers.
- Supporting plant-based teams.
Transforming the company.
Approach, organization, actions
1 senior AR coach who was also in charge of accounting and roadmap work. More coaches to support training and operational activities.
Consistent collaboration with Agile Transformation Office, which involved AR in many projects in different offices and divisions, at a higher level than implementation teams.
Products involved in the transformation: the entire design and production chain of wind turbines; the project for sustainable tourism activity.
Organization outcomes
Experimentation with Agile methodologies applied in non-software development contexts (power plant production or activities directly in power plants).
Introduction of alternative organizational models.
Incremental implementation of products based on user feedback.
Risultati di business
Faster delivery with greater stakeholder satisfaction, thanks to greater interaction between all involved actors.
Organization structure
Before
Hierarchical pyramid scheme
After
Matrix model with chapters
in 50 days
we have been working with
50
people
Our activities
impacted on
500
people
