Enterprise Agile Adoption: An Organizational Change Management Journey.

We represent the Agile Center of Excellence at our Organization and are chartered to drive the change management initiative to imbibe Agile adoption across the enterprise.

We plan to share our experience on the Organization Change Management initiative that we took up to drive Agility across the organization.  Our journey towards the derived vision and strategy to increase Agility in the system to thereby achieve:

  • Nimble simplified processes.
  • Ability to respond faster to change.
  • And most critical: delivering increased customer value.

This is a continuous improvement journey and we initiated:

  • Structured multilevel communications of CHANGE to the teams.
  • Learning + Unlearning:  Structured Training and Development plans (Behavioral and Technical).
  • Bringing in Gamification as a tool to get millennial team members to learn quicker.
  • Approach to move from “Pyramid” to “Hour Glass” structure to align with the flat team structure.
  • Pilot: Career Development Framework Aligned to Agile structure and roles.
    • Bringing in change of G&O to align with Agile delivery
    • Enabling Talent Fulfilment to align to the Agile roles and structure
  • Pilot: Performance change management- Holistic approach to drive appropriate behavior
  • Brining in systemic changes to ease Agile adoption
 
 

Outline/Structure of the Experience Report

  1. Initiation of the change management journey and the initial outcomes. [3 mins]
  2. Our derived OCM framework.  [2 mins]
  3. Initiatives under the OCM framework [30 mins]
    1. Arriving at Vision and Strategy, communication mechanism across teams
    2. Learning and development strategy:
      • Behavioral
      • Technical
    3. Gamification : To make the learning process exciting
    4. Enabling Flat team structure: Approach of “Pyramid” to “Hour Glass” Structure
    5. Pilot: Career development framework initiative
    6. Pilot: Performance change management
    7. Systemic changes to ease Agile adoption.
  4. Q&A  [10 mins]

Learning Outcome

We plan to share our experience on HOW we went about our change management initiative to derive Agility in the organization, CHALLENGES faced in implementing them and how to OVERCOME them across following:

  • Structured multilevel communications of CHANGE to the teams.
  • Learning + Unlearning:  Structured Training and Development plans (Behavioral and Technical).
  • Bringing in Gamification as a tool to get millennial team members to learn quicker.
  • Approach to move from “Pyramid” Structure to “Hour Glass” structure to align with the flat team structure.
  • Pilot: Career Development Framework Aligned to Agile structure and roles.
    • Bringing in change of G&O to align with Agile delivery
    • Enabling Talent Fulfilment to align to the Agile roles and structure
  • Pilot: Performance change management- Holistic approach to drive appropriate behavior
  • Bringing in systemic changes to ease Agile adoption

Target Audience

Anyone on its Enterprise Agile Transformation journey

schedule Submitted 5 years ago

Public Feedback


    • Liked Zaheerabbas Contractor
      keyboard_arrow_down

      Zaheerabbas Contractor - Journey from a Managed Services provider to a Value Driven Federated Development Vendor Partner

      45 Mins
      Case Study
      Intermediate

      Through this paper I intend to share experiences of an IT outsourcing vendor by partnering with its customer in its Agile transformation journey to achieve following:

      • Increased focus on the end to end business process rather than platform specific development.
      • Transformation of the delivery structure to increase transparency, improve business alignment, time to market and efficiency.
      • Realignment of the program to focus on business goals spanning across horizontal teams rather than limiting the focus on horizontal platforms.
      • Uncovering the dependencies early across platforms to minimize them and achieve highly focused vertical teams. I intend to share the changes that the vendor partner underwent to achieve above.