Case Study: Transform 4500 people with 8 coaches - impossible?

This is a case study discussion to share how we are transforming the 2nd largest bank in Australia with a core enterprise team of 3 people and an extended coaching team of 8 professional coaches. We not only transitioned ways of working but also helped with organizational design, transitioned job titles (from over 150 to 7) and workflow management. We are using a model that helps teams change incrementally with weekly measures and understood results. We have been able to have remarkable success using a distributed coaching model, introducing new ways of learning and developing a learning organization.

Using our transformation road map, we were able to transition people to new role titles in approx. 3 months and then take teams through the first three levels of transformation in the next 3 months. Approx 70% of the teams were able to achieve this with some teams starting on their Code Craftsmanship journey within the second 3 months. In total, it will probably take a year to bring all teams across the line, but the key here is we have a measurable approach so we are able to not only understand team progress, but also how we can help them achieve. We have found that distributed teams have done particularly well as our approach aligns everyone to a way of working standard and way of learning approach.

This is also an enterprise transformation, so as we worked with delivery teams, we also worked with leaders, shared services and product teams across the organization. We used our Leadership as a Service© program to uplift leadership capabilities in an Agile organization while bringing shared services and product teams on the journey as well. The only areas we were not able to impact were enterprise value streams and strategy.

 
 

Outline/Structure of the Case Study

Present Case Study:

Challenge - how can we transform an organization of 4500 people with a core enterprise team of 3 people and 8 coaches?

Using our transformation road map, we were able to transition people to new role titles in approx. 3 months and then take teams through the first three levels of transformation in the next 3 months. Approx 70% of the teams were able to achieve this with some teams starting on their Code Craftsmanship journey within the second 3 months. In total, it will probably take a year to bring all teams across the line, but the key here is we have a measurable approach so we are able to not only understand team progress, but also how we can help them achieve. We have found that distributed teams have done particularly well as our approach aligns everyone to a way of working standard and way of learning approach.

This is also an enterprise transformation, so as we worked with delivery teams, we also worked with leaders, shared services and product teams across the organization. We used our Leadership as a Service© program to uplift leadership capabilities in an Agile organization while bringing shared services and product teams on the journey as well. The only areas we were not able to impact were enterprise value streams and strategy.

In this session we will:

  • Introduce and discuss our transformation road map
  • Introduce and discuss approach to org design
  • Discuss approach to workflow management
  • Discuss new ways of learning approach, coach the practice over people
  • Insights, challenges and lessons learned
  • Questions and answers

Learning Outcome

  • New ways of approaching role transition and workflow design
  • Introducing new ways of working and learning to support transformation
  • Cultural shifts by introducing practices and self-evaluation over a pushing Agile
  • How to empower teams through an Agile Transformation
  • Agile transformation across the organization
  • Measured approach to transformation that works

Target Audience

Any level of the organization, IT or otherwise, who are interested in transformation

Prerequisites for Attendees

  • Basic transformation techniques
  • Agile, Scrum, Lean understanding
schedule Submitted 5 months ago

Public Feedback

comment Suggest improvements to the Speaker
  • George Dinwiddie
    By George Dinwiddie  ~  4 months ago
    reply Reply

    I like these aspects of the submission, and they should be retained:

    • ...

    I think the submission could be improved by:

    • Giving reviewers more information about the content
    • Telling us how long it too to transform the organization
    • Teri Christian
      By Teri Christian  ~  4 months ago
      reply Reply

      Thanks for your feedback. I have added more information about time lines... giving best scenario, as with any change we have early adopters, late adopters and everything in between. But gave best information I could. Also talked more about different groups impacted. I have attached our road map as a presentation (I couldn't figure out how to get it in the text) and will attach a larger presentation deck soon. Maybe after we finish the deck we can then update more. Great, probing questions. Thanks again!

      • George Dinwiddie
        By George Dinwiddie  ~  4 months ago
        reply Reply

        Use the abstract to entice attendees to your session. Use the outline to tell the reviewers what you'll do in the session.

        How do you measure the improvement? What's the point of "transitioning" everyone if you haven't reached craftsmanship yet? How much cultural change do you see by "introducing practices and self-evaluation?"

        BTW, I noticed you're in Australia. Did you notice that AgileDC does not pay travel costs?

        • Teri Christian
          By Teri Christian  ~  4 months ago
          reply Reply

          Very good tip... will update. I am new to all of this and I wish I could just pay someone who is really good at doing this, but just got me for now :) Sorry to put you through the pain of teaching me! 

          We have a transformation road map, knowledge base and self-assessment tool and app that people use within their teams. This helps them set weekly expectations and self-learn with built in feedback loops. It is all set up to help people to own their own journey with some guard rails to keep them on track in the beginning. 

          Regarding what is the point? Hmmm - our premise is it takes time to transition people. We start with basic working together as a team skills then move to more difficult practices. Based around the Agile Fluency Model, but much more step by step approach.

          Regarding culture, yes we do see a change. Our whole intent is to change the way people work together by introducing new processes and helping people build new capabilities. We believe these two things change culture and have seen it to be true. 

          Yes, I am working in Oz but I am American. Would love to return to the DC area for work someday, I worked there in 2017. More than worth the cost of airfare, etc to share this story.