How one Huge and a Very Traditional Company Learned How to Make True Startups and Why They Still Needed an Agile Coach

Honestly? I don't care what your company uses: either Scrum or Kanban or some crazy self-made mutant called SAFeLeSSfy. In most cases, if it's a huge traditional company, you get gorgeous, breathtaking slides that c-level people show, ScrumBut on a team level, Spotify tribes which no-one knows why we have and... still the same turtle's speed from the business agility perspective. It's sad, you know. And I don't want to share yet another such a story.

What I want is to tell you something mindblowing but real. A story of a one really huge and traditional company that learned how to make true startups. Like in a real startup world, you know. And I was lucky to help them.
I want to believe that such stories will change the world and maybe one more company will awake and start to think that perhaps they should stop fake Agile and start profound system changes while understanding where they want to be as a company.

 
 

Outline/Structure of the Case Study

  • company description
  • transformation
  • rules, culture, approaches, mindset
  • office space
  • how an Agile Coach could still help
  • true product story

Learning Outcome

  • it's still possible to do startups if you're a huge and traditional company
  • approaches that help
  • Agile practices that support

Target Audience

C-level, top- and middle management, change agents

schedule Submitted 5 months ago

Public Feedback

comment Suggest improvements to the Speaker
  • Jeremy Kriegel
    By Jeremy Kriegel  ~  4 months ago
    reply Reply

    You drew me in with your description, but I wonder if it would be better suited to another track at the conference. Design Innovation is focused on product and ux topics. If you believe this is the right place, can you make the connection a bit clearer?

    • Anton Zotin
      By Anton Zotin  ~  4 months ago
      reply Reply

      Hi Jeremy,

      I took a look at the conf day description. Particularly at the "What can you potentially learn/gain? - Business Leaders/ Execs":

       - Fostering innovation & creativity in your org.

       - Shipping innovative products that customers love

       - Running Innovation labs, that “actually ship”

      So my talk is a 100% answer to these 3 questions. It's a huge German automotive company (and you could imagine how traditional it is :) ) and they were able to build an innovation lab where they are able to love their customers, be creative and "actually ship". My talk consists of 3 parts:

       - what was done on an exec level in terms of org design and culture setup to support that

      - what was done in terms of ways of working and how lightweight and adaptive it was

       - one real product development story with all stages, ups, downs, out of the box situations and a lot of mini-stories with photos (like the one where a team-member decided to fly to a potential launch location to talk to the head of police)

      So do you think it fits? Maybe I should correct the description?