Agile transformation on
DIGITAL STRATEGY
A textbook case, our journey with
Consumer Digital area
Timeline and project lifecycle
Phase one
Team coaching on pilot project
Phase two
Ramp up
Phase three
Chpaters setup
Phase four
Monitoring and performance
Quinta fase
HR & careers
Planning, support, involvement, co-participation
Four words to describe the journey alongside one of the world’s most important brands in the telecommunications sector, which lasted almost a year.
More than one global transformation process was underway there, and Agile played its part: starting in the Consumer Digital area, it impacted on business strategy, HR and digital product development.
Customer's needs
Working on processes to improve products and services
Transformation program of the Consumer Digital area, in coordination with the evolution of the Marketing & Communication department.
How do we find the right talent in a highly competitive market?
Initial Background
- Ongoing global transformation.
- Multi-language, multi-cultural company.
- Application map transition in progress (IT).
- Ongoing business strategy review.
Focus areas
- Team.
- 4 Tribes.
- 6 / 10 Squad per Tribe.
- UX and Data Science chapters.
- HR > Organization.
- HR > Training Corporate.
- HR > Recruiting.
How we have been supporting the transformation
Approach, organization, actions
6 AR coaches, of which 2 HR specialists, started training, coaching and related Agile Governance.
Supporting the creation of an internal community of agilists and coaches, designing and refining with them tools for inception, facilitation, roadmap management and shared or competing releases.
Introducing LeSS practices with critical objectives for the organisation’s digital strategy.
In concert with business and HR, introduction of self-organised performance management practices of Agile Practices, involving people in teams.
Supporting the integration of pre-existing recruitment, appraisal and staff development processes with the practices and roles of the Agile operating model, encouraging their evolution in an incremental and co-participatory manner.
Organization outcomes
Agile Community created.
Integrated suppliers into the workflow.
Trained and supported over 50 teams.
Established and promoted alignment mechanisms between teams and management.
Supported change to Agile HR practices.
Business outcomes
Improved penetration and sales of the targeted products.
Organization structure
Before
Layered structure with silo teams
After
Flat organization with cross functional teams
In 700 days
we have been working with
450
people
Our activities
impacted on
1500
people
