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Agile Gurugram 2019 Conferecne | Global Organizational Transformation Journey | Ashutosh Rai


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Session Title : Global Organizational Transformation Journey

Session Overview : Will be presenting a case study of a successful agile transformation in a global organisation, he will be talking about the role of vision, goal roadmap, leadership and governance for successful transformation.

Session Takeaways

Approach for any global transformation
Importance of transformation vision and road map
Agile appraisal approach
Learnings, challenges and workarounds
Importance of alignment and common goals for better delivery results.

Published in: Education
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Agile Gurugram 2019 Conferecne | Global Organizational Transformation Journey | Ashutosh Rai

  1. 1. Global Organizational Agile Transformation Journey Importance of transformational goal Importance of alignment in organization Do not go by process, but by challenge Ashutosh Rai Agile Learner, Transformation Consultant, Trainer, Event Speaker
  2. 2. A global technology partner ... continuing to evolve 2
  4. 4. Transformation goal Maximize Business value Every Release Predictable System Delivery 4
  5. 5. 5 Centers involved in this phase of transformation GER BEL IND • Product organization • Having multiple centers across globe – e.g. USA, Canada, China, Belgium, Germany, India
  6. 6. Partnership: Barco & Xebia Initial Assessment • Team understands Scrum & doing scrum ceremonies • Leadership was clear with Agile transformation goal and aligned. Discovery Phase • Teams are busy and work hard for the goal. • Technology Teams • Reporting Structure (QA, Dev(UI, Backend) • Individual team meetings with Product team • Infrastructure for integration 6
  7. 7. Challenges Organization Structure Collaboration with Business Involvement of Product Management Team Challenges • Hierarchy in team • Members of one product team were reporting to different people (functional team) • For conflicts always involve multiple managers Empowering team • Technology specific teams -> focusing on individual achievements -> not on product goals • Unable to challenge PM • Strong alignment among geographically distributed was needed to enhance focus on product goal • Focused on how – not why• Discussions in silo with different teams for product • Customer exposure lacking 7
  8. 8. Approach Flat organization structure Partnership with business for product roadmap Empowering Teams THE THREE STEP APPROACH 8 Portfolio THREELEVEL System Teams
  9. 9. Organization Structure - before Functional Structure with Hierarchy 9 Director SW Lab Software Development Advance TechnologyTesting Architecture SolutionsAdvance Technology
  10. 10. Current Organization Structure Flat structure focused on business divisions 10 Director Software Lab TECHNOLOGY TO CROSS FUNCTIONAL Entertainment Enterprise HealthCare
  11. 11. Concept Centered aroud the Scrum team • Product owner or technical lead • Scrum master • Team R&D Lead Mentor 11 Basis Points addressed while designing structure: One person – one role Product Owner shall not have reporting of scrum team Do not distribute team for one product development to multiple people managers
  12. 12. Empowering Teams 12 Educate Teams Teams themselves decided composition Encouraged teams to discuss business value Teams moving towards multi- skilled individuals e.g. full stack, dev & test automation 1 2 3 4
  13. 13. Challenges Succession plan Breaking hierarchy mindset Showing career growth to people • For existing people • For new positions 13
  14. 14. Partnership with Business PARTNERSHIP • System Goal - based on business value in alignment with PM and PO • System sprint demo • Team members visiting customer & trade shows CHALLENGES • Unable to demo at system level initially • Strengthen CI and TA for efficient & timely integration – business value?? • Cannot send all team members to meet international customer 14
  15. 15. Outcomes of first phase ACHIEVEMENTS • Team Level Predictability • Team decided to have Quality as part of DoD • Quick Feedback Implementation Cycle • Business Alignment at System Level • Scrum master sync to share best practices across globe • Focus on CI / CD CHALLENGES • Aligning product management vision for incremental releases • Organization level prioritization • Common teams across systems • Product managers collaboration 15
  16. 16. Consideration for Portfolio level scaling Frequency of deployment in Market Number of global teams involved for system development Dependencies on common teams Prioritization across systems in a portfolio Scalable and iterative Architecture 1 2 3 4 5 16
  17. 17. Scaling at portfolio COACH COMMUNITY + BARCO TEAM Involvement of Leadership Business + Engineering Leadership + PMs + POs + SAs + Coaches Leadership + PMs + POs + SA + Teams PORTFOLIO ALINGMENT SYSTEM RELEASE PLANNING Business value across systems Must go features Improving architectural runway to improve performance Business goal for each system for next quarter PO's picking highest priorities items for respective teams Understanding on high level system business values Clarifying all doubts/ question Identifying and mitigating all risks and dependencies Forecasting for release goal 17
  18. 18. Achievement from scaling Teams working closely to resolve Transparency among each other Quick and actionable collaboration Value focused Confidence of collective delivery Capacity based forecast Happy Teams Leadership resolving impediments Quick product priority decisions 18
  19. 19. What’s next? What's Next? Creating a culture of innovation Community Involvement Thought Leadership 19
  20. 20. 20