Nowadays, organizations face the challenge of operating in an extremely competitive and unpredictable global market environment. The growing pace of competition development and increased customer expectations sometimes force changes in the way a company operates. The answer to such challenges is conducting an agile transformation.
Agile Transformations
Adopting agile is never about adopting agile practices. It’s not even about adopting an agile culture. While those things are important, if you don’t achieve better business outcomes, adopting agile is not worth the investment. Your journey toward greater business agility starts by identifying what outcomes are most important to your company’s success. This knowledge helps you lay a foundation for making decisions about how to tailor your approach and guide your transformation to measurably show progress toward your critical business objectives.
Why agile transformations?
Transforming the entire organization
Agile transformation is not just about adopting agile software development methodologies, but a comprehensive approach that goes far beyond product development. Agile transformation is the process of transforming the entire organization into an enterprise open to changes with a reactive approach to the production of its products based on agile principles. developing the most optimal approach to innovation, changing work methods, strengthening the role of employees by creating inter-functional and self-organizing teams. It is also focusing on customer satisfaction, limiting processes and planning for quick response to changes, and increasing the level of internal communication and information exchange.
“Agility is the ability to adapt and respond to change… agile organizations view change as an opportunity, not a threat.”
Jim Highsmith
Case study of Scrum Studio in BGŻ BNP Paribas bank
Scrum Studio Leaders – a business people accountable on behalf of the board of management
Shared Resources for multiple Scrum Studios like Legal, Finance, InfoSec, Governance, HR any many more depending on individual Scrum Studio requirements.
Evidence-Based Management is a framework organizations can use to help them measure, manage, and increase the value they derive from their product delivery. EBM focuses on improving outcomes, reducing risks, and optimizing investments. It is developed and sustained by Ken Schwaber and Scrum.org.
Scrum Studio creates an environment in which empiricism can thrive. It may exist as a physically separate organization, or it may simply be a protected part of an existing organization, especially when it is just getting started. Read this paper to learn more.
Communities of Practice (CoP), Centres of Excellence (CoE), Lean-Agile Centres of Excellence (LACE) – many units and teams consisting from external Agile Coaches and internal (clients’s) people, supporting Agile transformation via consulting, coaching, mentoring and training.
Constant feedback from the end-users, way often and way deeper than just feedback on Sprint Review.
Scope of the Scrum Studio covering internal Scrum Teams (build from people form client’s organization as well from suppliers) and ideally minimum amount if none, external Scrum Teams.
Over 15 years of experience
We have over 15 years of active and comprehensive experience in IT, management, leadership, coaching (ICF), mentoring and training. We work not only with IT agile teams but also marketing teams, sales teams, lawyers and others. We supported over 10 organizations in the process of agile / digital transformations, covering not only IT and PMO departments but also Business, HRs, Legal, Finance, Marketing, Sales, Support, Centres of Excellence (CoE)). We mentored and coached managerial staff, C-level staff, management boards, directors and shareholders of companies.
The widest offer in Poland
As the only company in Poland we have coaches, mentors, trainers certified (and experienced in agile transformations) from all key agile frameworks and methodologies, including solutions dedicated to scaling Agility and methodologies for conducting transformational changes in organizations such as PROSCI. We offer the widest range of Agile coaching services from: Scrum, Kanban, NEXUS, Large Scaled Scrum (LeSS), Scaled Agile Framework (SAFe), Disciplined Agile Delivery (DAD), Dynamic Systems Development Method (DSDM), Agile Project Management (AgilePM), PRINCE2 Agile.
Agile not just in IT
As part of the Agile Transformation (depending on the scope of cooperation) we implement:
- launching Scrum Studio
- Agile in Organization (see Modern Agile)
- Agile in IT (see “Agile Manifesto”)
- Agile HR (see Agile HR Manifesto and “Agile People Manifesto“)
- Agile PMO (investment committees, agile project management, hybrid approaches; see PMO Manifesto)
- Agile Testing
- Agile Legal (legal departments)
- Agile Procurement (purchasing departments, purchasing policy, vendor management, verification of the agility level of suppliers, etc.)
- DevOps / DataOps
- Site-reliability engineering (SRE)
- Lean Startup (among others verification of business hypotheses, verification of business models, business incubators)
- Agile Center of Excellence (ACE) or Lean-Agile Center of Excellence (LACE)
- Kanban (both Kanban, Upstream Kanban- and Portfolio Kanban)
- Modern techniques of software development and software engineering (see Manifesto of Software Craftsmanship):
- Test-Driven Development (TDD)
- Acceptance Test-Driven Development (ATDD)
- Behavioural-Driven Development (BDD)
- Domain-Driven Design (DDD)
- and others
- Turquoise organization
What we offer?
Professional assessment of the organization’s current maturity in agile product manufacturing and conducting an agile transformation taking into account cultural aspects, potential information gaps, and the existing organizational structure.
We will share our extensive experience with you and recommend the most optimal changes to then implement and improve together with you.
Agile Transformation approach
Analysis of the current state of the organization’s maturity in terms of Agile and Lean, understanding of limitations, identification of problems and obstacles. Selecting areas (projects, products, departments, etc.) or creating new areas as candidates for transformation.
Beginning of the iterative process and empirical building and implementation of transformation strategies and roadmaps.
Building a coalition of Center of Excellence consisting of external consultants / coaches / experts and client employees selected as Change Agents. Recruitment of Scrum Masters and Agile Coaches as needed.
Start a training, workshop and simulation process to promote Agile knowledge and experience, including Agile Awareness sessions for management and C-level staff. Commitment of Change Agents to promote knowledge of Agile.
Extending pilotage in selected projects and / or establishing new projects or product teams working in the Scrum Studio model (not to be confused with Scrum).
Extending pilotage in other areas of the organization: new projects, departments, departments, divisions and / or business areas including IT, PMO, HR, Legal, Finance and others, which were selected in the process of shaping the transformation strategy and attached during the transformation.
Measuring and continuous development of the organization’s maturity.
How do we work?
- Step 1: Intro – Getting to know your vision of transformation – how do you understand it, what results do you expect?
- Step 2: Exploration – Observing the status quo.
- Step 3: Report – Conclusions, recommendations regarding the transformation strategy, and establishing measures of its success.
- Step 4: Agile and Lean training for management / decision-makers. Agile Awareness sessions.
- Step 5: Transformation Workshops – Defining the organization’s vision after transformation, transformation strategy, Transformation Backlog, and measures.
- Step 6: Definition of business areas and Products. Forming teams and starting piloting agile projects and / or product areas.
- Step 7: Forming a coalition / CoE / transformation team consisting of external Coaches / Consultants and client representatives acting as Change Agents.
- Step 8: General training and profiling for specific roles.
- Step 9: Iteratively carry out changes together with the client at the right pace for him, monitoring the progress of the transformation together.
- Step 10: Summary of cooperation.
