Case history

From practices to strategy: agile scaling in a TelCo company

A case study from a complex structure organisation.
Design, support, engagement and participation.

 

strategia

Our activities impacted on

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people

Client people

In 700 days we have been working with

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people

Enabled

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Tribes

Enabled

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Squads

Planning, support, involvement, co-participation

Four words to describe the journey alongside one of the world’s most important brands in the telecommunications sector, which lasted almost a year.
More than one global transformation process was underway there, and Agile played its part: starting in the Consumer Digital area, it impacted on business strategy, HR and digital product development.

Initial background

  • Ongoing global transformation.
  • Multi-language, multi-cultural company.
  • Application map transition in progress (IT).
  • Ongoing business strategy review.

Costumer’s needs

  • Work on processes to improve products and services
  • Transformation program of the Consumer Digital area
  • In coordination with the evolution of the Marketing & Communication department
  • Recruiting the right talent in a highly competitive market

Timeline and project lifecycle

1

Team coaching

2

Ramp up

3

Chapter Organisation

4

Monitoring and Performance

5

HR and careers

How we have been supporting the transformation

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Multiple goals, a shared approach

6 AR coaches, of which 2 HR specialists, started training, coaching and related Agile Governance.

Supporting the creation of an internal community of agilists and coaches, designing and refining with them tools for inception, facilitation, roadmap management and shared or competing releases.
Introducing LeSS practices with critical objectives for the organisation’s digital strategy.
In concert with business and HR, introduction of self-organised performance management practices of Agile Practices, involving people in teams.
Supporting the integration of pre-existing recruitment, appraisal and staff development processes with the practices and roles of the Agile operating model, encouraging their evolution in an incremental and co-participatory manner.

Focus areas

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Team coaching on a pilot project

ACTIONS
  • Training
  • Basic Agile Mechanics
  • Performance
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Portfolio & Budgeting

ACTIONS
  • Training
  • Basic mechanics
  • Performance Management Starting Community of Practices
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Chapter Organisation

ACTIONS
  • Set up
  • Coaching backlog
  • Inspect & Adapt
  • Recruiting support
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Monitoring and Performance

ACTIONS
  • Self assessment
  • Dashboard Creation
  • Board Impediment
  • Management
strategia

HR and careers

aCTIONS

  • Talent canvas
  • Workshop expectations
  • Paths

Organisation outcomes

  • Creation of an Agile Community

  • Integration of suppliers into workflow
  • Training and support to more than 50 teams
  • Adoption of alignment mechanism between team and management
  • Changing in an Agile way of HR practices

Business outcomes

Improved penetration and sales of the targeted products.

Organization structure

Struttura piramidale
Before

Layered structure with silo teams

Struttura matriciale
After

Flat organization with cross functional teams

CASE HISTORY

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