At why innovation! we have the experience of working with all types of companies in various industries. From MNCs, to SMEs and even start-ups, we bring our unique, tailored approach to each one in order to successfully transform them into efficient, Agile organisations.
In this white paper extract, we offer a glimpse into one such client’s transformation.
As an automotive start-up, our client’s primary focus was to deliver high-performance, smart, and autonomous vehicles that are functional, safe, compliant, and attractive to early adopters.
Scaling its teams and production as its customer base grew, it became apparent that it needed to augment its customer engagement and interaction efforts through an array of digital products and services.
Digitalisation, therefore, is key to scaling sustainably and responsibly for any start-up or organisation. With this in mind, the client built a 500 strong digital department to work on multiple product lines including internal products, products for employees, B2B and B2C products.
However, inefficiencies began to form, leading to misalignment between the business and the Development Team. Within the digital Development Team, different work styles, tools and methods only heightened the barriers to overcome.
To rectify this problem, the approach we took to help their digital department had four steps: Assessment, Foundation, Tools Adoption and Community Building.
Read the free ‘Developing Agility across systems, processes, and people' White Paper where we dissect the challenges and dive deep into our methods, including results and recommendations. Download now!
The first step was Assessment and during this phase, we uncovered the following challenges:
- Uneven maturity level among different product lines
- Insufficient Agile coaches
- Balancing business needs and technical requirements
- Empathy for the customer
From these challenges, we identified several opportunities that would support the efforts of the team and accelerate value delivery.
Iterative and continuous self-assessment
As the maturity model was being developed with the teams, it became a useful tool to evaluate the effectiveness of the practices and frameworks chosen, how they were adapted and the progress of various teams.
Transparency, access, and responsibility of this maturity model makes it a great addition to the teams’ toolkit as they evolved, self-organised and continuously improved their way of working and value delivery.
While key stakeholders were eager to formalise standards and processes, an incentive programme would acknowledge their efforts and bolster team spirit. Incentives have been shown to accelerate change management, transformation efforts and encourage self-motivated teams.
Community building and network effects
An internal Agile force or a group of Agile evangelists would promote Agile practices, methods, and mindset through the community, to the whole digital department, and even to the entire company. As practitioners, they could learn from each other, endorse the value of Agile and help other teams be Agile.
What came next?
From the assessment, the most pressing challenge to address was the fragmented knowledge and ways of working. The second step, Foundation & Tools Adoption, addressed this need through a multi-pronged approach targeting both challenges and opportunities.
Because of the scale, nature, and structure of sub-groups, SAFe was adopted as a foundational framework. Teams were structured in trains. The teams were educated in many concepts from SAFe. The key focus was to use SAFe’s Train structure to build cross functional, multi-domain teams with a common business and technology mission.
Scrum Masters (SM) and Release Train Engineers (RTE) would be the servant-leaders of the Agile Release Train (ART) to ensure smooth flow of value within the train.
As a result of these implementations and changes, the client was able to adopt and apply innovation best practices like Design thinking, Lean Startup and Agile to manage products, organise collaborative teams to deliver incremental value to its customers and business.
The Agile practices allowed the teams and product lines to engage users and adapt quickly to their needs. The mindset of the leadership team has significantly changed during the transformation as they are now able to appreciate the value of being Agileth all this and the support of an internal Agile Community, our client has been able to continue with this new way of working autonomously and efficiently.