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BANKING
TELCO
ENERGY
agile-icon-telco

Agile transformation on

DIGITAL STRATEGY

A textbook case, our journey with

Consumer Digital area

Timeline and project lifecycle

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Phase one

Team coaching on pilot project

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Phase two
Ramp up

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Phase three
Chpaters setup

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Phase four
Monitoring and performance

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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.

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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

Agile Reloaded srl
via Cusani 10, Milan
P.IVA 08798310960

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