Breakfast Bytes at Initio: Experiencing the Agile Transformation

1. Sandy Everaerts
Breakfast Agile Transformation
19 December 2019

2. 01THE RATIONALE BEHIND THE STUDY

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THE RATIONALE BEHIND THE STUDY
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 WHY
 Firstly, the Business Line Governance, Project & Change Management launched the idea to carry out an
international study on the usage of the Agile framework in medium and large sized banks in Belgium,
Luxemburg and France.
 Secondly, this international project aimed at setting up an international collaboration framework between
Business Lines and Communities, emphasizing the growing importance of the international character of the
Square Group.
 The international project team was composed of: Sandy Everaerts, Manager of the Business Line
Governance, Project & Change Management (Belgium) who acted as project manager and coordinated the
project together with Louis-Marie Le Fahler, Manager and member of Business Line Governance, Project &
Change Management (Luxemburg) and Claudio Maldonado, Manager of the Transformation Community
(France).

4.  WHERE
 On-site visits and interviews in 30 financial institutions, 256 teams participated
 The aim of this comparative study is to emphasize the difference in agile maturity between Belgium, Luxemburg
and France.
 The scope of the study sample is composed of 30 medium to large sized banks in the 3 respective countries, in
which different departments ranging from project to operational, Business and IT are taken into account. The
study sample size stretches to 256 teams interviewed representing a total of 5000 persons as total target
population for the 3 countries. The level of confidence is set 90% for this study meaning that the answers of the
interviewed 256 teams expresses the level of certainty that the sample accurately reflects the attitude of the
total bank population.
 The margin of error for this study is rated at 5%, representing a high confidence level in the results.
THE RATIONALE BEHIND THE STUDY
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5.  HOW
 The designed Agile team maturity tracker questionnaire that serves as basis for the client interviews is
composed of the Mentoring introductory chapter + 17 important chapters that measure the team’s agile
way of working: embracing of agility by team and stakeholders, team’s knowledge of Agile framework in
managing projects, including planning and testing as well understanding agile terminology.
THE RATIONALE BEHIND THE STUDY
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6.  WHAT
 After an introductory chapter to see how Agile is embedded in the organisation combined with an in-depth
interview on the 17 identified chapters, the result is displayed by Maturity labels
 4-scale grade
 Result matrix for the 17 chapters
 Identification of improvement track
THE RATIONALE BEHIND THE STUDY
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7. 02THE FINAL PLACE OF AGILE

8. THE FINAL PLACE OF AGILE
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Luxembourg FranceBelgium
Learning curve Perceived success factors
 1 to 2 years to establish solid experienced Agile framework
 2 to 3 years to reach an expert Agile level
 Shared experiences
 Scrum masters tend to disappear
 Size of the institutions (and incurred costs)
 Strong management support
 Detecting failure earlier via fast iterations
 Self organising teams
 Better dependency management
 Less silo based working
 Monitoring and Continuous improvement
 FINDINGS AND OUTCOME

9. THE FINAL PLACE OF AGILE
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 IDENTIFIED INTERNATIONAL TRENDS
 The Company Size
 Within each observed country, the sample was composed of large banks in majority.

10. THE FINAL PLACE OF AGILE
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 IDENTIFIED INTERNATIONAL TRENDS
 The Environment
 Belgium: 70% of the interviewed teams are multidisciplinary teams with a good mixture of Business and IT. This
already indicates a solid base for Agile, whereas only 30% of the teams are strictly Business or IT.
 Luxemburg: 65% of the interviewed teams are multidisciplinary teams with a good mixture of Business and IT,
which already indicates a solid base for Agile, whereas only 35% are strictly Business or IT teams.
 France: 80% of the interviewed teams are multidisciplinary teams with a good mixture of Business and IT
people which already indicates a medium base for Agile, whereas only 20% are strictly Business or IT team
BELGIUM LUXEMBURG FRANCE

11. THE FINAL PLACE OF AGILE
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 IDENTIFIED INTERNATIONAL TRENDS
 The Management Support for Agile
 Belgium: 83% of the interviewed teams indicated a certain level of support by the management due to
managements strategic vision or mandatory in the frame of a SAFe implementation roadmap.
 Luxemburg: 95% of the interviewed teams indicated a support by the management and only 1 small bank
shows that there is clearly no support by the management and is not seen as priority to implement agile.
 France: There is a good level of support from the management: 95% of the interviewed teams indicated a
support by their management.
BELGIUM LUXEMBURG FRANCE

12. THE FINAL PLACE OF AGILE
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 IDENTIFIED INTERNATIONAL TRENDS
 The Presence of an Agile Coach or Self-organizing teams
 Belgium: 50% of the interviewed teams are semi or fully self-organised, 33% have had an Agile coach in the past
and in 17% of the teams there is still an Agile coach present.
 Luxemburg: 50% of the interviewed teams or semi or fully self-organised, 10% of the teams had an Agile coach
in the past and 40% still has an Agile coach present in combination with a SCRUM Master.
 France: 50% of the interviewed teams or semi or fully self-organised, 10% had an Agile coach in the past and
40% still has an Agile coach present in combination with a SCRUM Master
BELGIUM LUXEMBURG FRANCE

13. THE FINAL PLACE OF AGILE
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 IDENTIFIED INTERNATIONAL TRENDS
 The Team Composition: Run or Project Oriented
 Belgium, Luxemburg & France: 80% of the interviewed teams are Project oriented and to have a good
representation of Agile in an operational context; 20% of the interviewed teams also work in operational
context.
BELGIUM LUXEMBURG FRANCE

14. THE FINAL PLACE OF AGILE
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 IDENTIFIED INTERNATIONAL TRENDS
 The Team Composition: Internal versus External
 Belgium, Luxemburg & France: Most of the teams represented an ideal size of 8 to 10 members having 50% of
Internal members and 50% of External team members.
BELGIUM LUXEMBURG FRANCE

15. THE FINAL PLACE OF AGILE
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 IDENTIFIED INTERNATIONAL TRENDS
 Start date of Agile way of working
 Belgium: 70% of the interviewees started using Agile in 2018, whereas a small 20% already started even earlier
and a remaining 10% only started very recently.
 Luxemburg: 60% of the interviewees started using Agile in 2017, whereas the remaining interviewees only
started working in an Agile environment very recently.
 France: 60% of the interviewees started using Agile in 2017, whereas the remaining interviewees only started
working in an Agile environment very recently.
BELGIUM LUXEMBURG FRANCE

16. THE FINAL PLACE OF AGILE
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 IDENTIFIED INTERNATIONAL TRENDS
 Agile or Hybrid Environment
 Belgium: 80% of the interviewees are active in a fully Agile environment, 10% in a hybrid environment and still
some 10% is active in a Waterfall constellation.
 Luxemburg: 70% of the interviewees are active in a fully Agile environment, 15% in a hybrid environment and
still some 15% are active in a Waterfall constellation.
 France: 50% of the interviewees are active in fully Agile environment, 30% in a hybrid environment and still
some 20% is active in a Waterfall constellation
BELGIUM LUXEMBURG FRANCE

17. THE FINAL PLACE OF AGILE
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 RECOMMENDATIONS AND CONCLUSIONS
 Agility is highly recommended for companies trying to keep up with customer expectations and emerging business trends.
 Detected impediments
 The obstacles that banks have encountered in their transformation lead to an important lesson: Agile is powerful, but it is
 not enough. To have a truly effective organization, companies have to fix the 3 impediments that work against Agile in
 most organizations:
 rigid architecture
 poor talent management and lack of clear identification of roles and responsibilities
 and lack of a product mindset
 Leanings from implementation projects
 Organizational agility won’t happen by accident. It must be architected:
 Consider Culture when implementing Agile: not a one-size-fits-all approach and that localized nuances do matter.
 Create small cross-functional empowered teams to keep that embrace innovation
 Continuous release rather than fixed release dates
 Teams are not afraid to fail: they learn from failures and continue to improve
 Effective knowledge sharing
 Re-use of business components such as onboarding processes facilitate integration and speed
 Proper alignment is critical:
 On enterprise level: a clear mission or vision statement establishes priorities for the entire organization
 On team level: mission statements define how the team will contribute to the company’s goals

18. 03THE ADVANTAGE OF AGILE: HOW TO MANAGE USER UNWILLINGNESS?

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THE ADVANTAGE OF AGILITY
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Generally speaking, Agile methodology brings the following advantages:
 Better competitive advantage
 Higher customer satisfaction and retention
 Increased employee productivity and retention
 Reduced costs
 Faster time to act on new opportunities

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THE ADVANTAGE OF AGILITY
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The use of the flexible development methodology became widespread due to a number of
advantages that it provides. Here are the most important of them for the team:
 Dividing into sprints gives the team the opportunity to focus on the individual stages and work faster.
 Flexibility in defining priority functions and setting goals.
 Developers can devote more time to interesting tasks and their potential development, instead of preparing formal
reports.
 The team can focus on development, testing, and collaboration. Errors in the code are quickly found and
eliminated.

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THE ADVANTAGE OF AGILITY
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The use of the flexible development methodology became widespread due to a number of
advantages that it provides. Here are the most important of them for customers (internal &
external):
 Separating the project into short sprints increases the development transparency for the customer.
 The consumer can conveniently arrange the team according to the changing goals with the advancement of the
project.
 Faster feedback loop from end users.
 The product enters the market faster, and product releases come out regularly, respectively, and quickly, which
allows the customer to receive a faster return on investment.

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THE ADVANTAGE OF AGILITY. HOW TO MANAGE USERS UNWILLINGNESS?
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 The adoption of agile methods is a source of change and human beings naturally tend to
resist consciously or not.
 Change involves the loss of marks followed by a chaotic period until the new ones are put
in place.
 The deeper it is, the more chaotic the period of transformation can be.

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HOW TO MANAGE USERS UNWILLINGNESS?
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 Organizational culture
 Typically top-down in nature, meaning there is a clear chain of command, a clear hierarchy
 In Agility, teams are self-organizing and responsible for their own work.
 Agile Transformation have to deal with:
 Project Manager who may now be a Scrum Master and is used to giving orders.
 Team who is used to being told what to do.
 Product owner who may not be entirely comfortable with this new project world.
 Proposed solution
 Imply an Agile coach to realize executive briefings and team training
 Explain the reason why we go to that direction, make sense to the transformation

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HOW TO MANAGE USERS UNWILLINGNESS?
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 Resistance to change - People resist change for any number of reasons:
 Comfort with the status quo
 Fear of what will happen to their job
 Concern about whether the change is really necessary or will do any good
 Proposed solutions - Emotional components:
 Mitigate stress
 Increase Learning
 Promote Employee Recognition

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HOW TO MANAGE USERS UNWILLINGNESS?
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 Lack of ownership
 Agile aims to help team members take ownership of their work and break loose of the habit of being told what to
do.
 But how to break those comfortable existing habits that is to say lack of ownership?
 Proposed solutions:
 Manager needs to encourage the team to communicate more openly and become more engaged with the project.
 Company needs to provide proper communication channels, especially for distributed teams.
 Managers need to push them towards analyzing and coming up with their own solutions, when faced with an
issue, instead of awaiting instructions

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HOW TO MANAGE USERS UNWILLINGNESS?
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 Being too ambitious
 Some companies want to adopt Agile on a large scale throughout the company, without focusing on each project at
once.
 Attempting to adopt a new methodology for the entire company may be too much to do in one take and reinforce
the resistance to change.
 Proposed solution:
 Start small
 Implement Agile within one or two teams first
 By implementing change gradually, you can avoid having to handle multiple issues at once

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HOW TO MANAGE USERS UNWILLINGNESS?
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 Take on the leaders
 Many organizations start their agile pilots in discrete portfolios. Initially, at least, they can build agile-leadership
capabilities there.
 But to scale agility through an organization successfully, top leaders must embrace its precepts and be willing to
enhance their own capabilities significantly.
 Solutions:
 Build a support layer of enterprise agility coaches
 Train middle management – Scrum Masters
 Get the top team engaged in developing its own capabilities (immersive leadership experience, invite leaders to
apply their learnings in practice…)

28. 04ARE COMPANIES READY FOR AGILE?

29. ARE THE COMPANIES READY FOR AGILE?
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 Agile is powerful, but it is not enough. To have a truly effective organization, companies
have to fix the 3 impediments that work against Agile in most organizations:
 rigid architecture
 poor talent management and lack of clear identification of roles and responsibilities
 and lack of a product mindset
Why are these impediments are still there?
 Pyramidal organizations and their very uniformized
management processes are still very present in large
sized banks. This results in those 3 impediments

30. ARE THE COMPANIES READY FOR AGILE?
ORGANIZATION OF THE COMPANY
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The context
 Pyramidal organizations in large-sized banks were designed to engage an industrial
activity, and they are based on a Command &Control management mode.
 Decision-making relies (nearly) exclusively on managers/supervisors (for any kind of
issue)
 In Pyramidal organizations, hierarchical structure of power has a predominant weight
over alternative structures of power (like Agile).

31. ARE THE COMPANIES READY FOR AGILE?
ORGANIZATION OF THE COMPANY
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What are the implications?
Managers are not always aligned with project purpose
 Product Owners are accountable but they may not have the
required authority: a manager may tend to encourage a demand,
while it is inconsistent with the project purpose. An implication of
the above is that user priorities in the Backlog may be ignored
versus manager priorities.
 Scrum Master is supposed to remove impediments during the
project, but he does not always have the necessary means. For
example, a manager may decide to allocate specific required
resources to other tasks without taking into account project
priorities.
 Failures are not yet really accepted by managers.

32. ARE THE COMPANIES READY FOR AGILE?
MANAGEMENT PROCESSES
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Uniformized management and businesses processes were
designed to support pyramidal organization.
In pyramidal organizations
 Action plans are pre-established by managers
 Project teams are expected to perform planned actions
on time, on budget: empowerment assumption is not
considered to be necessary, Command & Control
profiles are the most appropriate.
The context

33. ARE THE COMPANIES READY FOR AGILE?
MANAGEMENT PROCESSES
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Management Processes can be in conflict with Agile ambitions
Budget process
 Requests which were not initially budgeted by yearly Budget
Process, may often fail to emerge
 The main Backlog prioritization criterion is costs, and not value
(prioritized items are those that cost least)
Hiring process
 Recruited profiles are rather adapted to Command & Control
mindset than to Agile mindset.
What are the implications?

34. ARE THE COMPANIES READY FOR AGILE?
IT & LEGACY APPLICATIONS
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In large-sized banks, IT Infrastructures, legacy applications and
processes were not designed to be Agile compliant.
In Large sized banks
 IT infrastructures and legacy applications were designed to
support lineal growth, and not so much significant changes
 IT processes are rather “IT Centric” than “Customer Centric”
The context

35. ARE THE COMPANIES READY FOR AGILE?
IT & LEGACY APPLICATIONS
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Legacy applications, IT resources and Processes can be in conflict
with Agile ambitions
Legacy applications
 Legacy applications can be a limiting factor: lack of modularity,
can make continuous delivery very difficult to achieve
IT resources & Processes
 Shared Environments (DEV, INT, UAT, PROD): Access time to
controlled shared environments may be in conflict with delivery
dates
 IT Architecture/Security processes may delay delivery dates (Ex:
when systematic validations by a Monthly Architecture
Committee are required)
What are the implications?

36. ARE THE COMPANIES READY FOR AGILE?
WHAT CAN BE DONE?
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We have noticed that small and middle-sized organizations having a long-term management view, are
more adaptable to changes than large organizations.
Small/middle-sized organizations’ success factors need to be created in large-sized organizations:
which implies a transformation of the organization, processes and decision making governance.
The expectations are
 Reinforce Customer Centricity mindset
 Encourage experimentation
 Accept the failure
 Encourage innovation
 Empower and respect members of project team
 Make decisions based on the value created for the organization
This transformation will take time, but the work has begun and is making progress.

37. 05EXPERIENCING THE TRANSFORMATION FROM SAFE TO SPOTIFY

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EXPERIENCING THE TRANSFORMATION FROM SAFE TO SPOTIFY
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 Agile @ ING: Initiated bottom-up by ITS
 2015: SAFe in ING BE
 2018: Spotify model in ING group
 Feedback dimensions
 People & culture
 Organizational change approach
 Change delivery effectiveness
 Financial follow-up

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• Agile = standard • New names, same activity
• Business – IT split
• Middle management & coordination
• Clickable model on intranet
• Focus on self-learning
• Different interpretations
• Insufficient time to stabilize
• Potentially Shippable Increment
planning meetings
• Pace defined by slowest asset
• IT Asset bottlenecks
• Shadow IT expansion
• Teams around assets
• Waterfall-like budgeting (Finance) • Waterfall-like budgeting (Teams)
SAFE AT ING
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SPOTIFY AT ING
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• Empowerment
• Ownership
• Customer Journey
• ING specific roles & titles
• Trust & delegation
• Offsite training for all employees
• ExCo videos & communication
• Facilities revamp
• New change too soon
• Staff reduction
• Limited dependencies
• Content > coordination
• Silos
• Bankwide roadmap
• Fixed capacity & backlog based • Waterfall governance & reporting

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Shared vision & focus
PERSONAL LEARNINGS
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Culture: Dynamic &
communicative
Networked empowered
teams
Agile Coach
Create & maintain Agile
skills
Plan & Measure
Quick decisions

42. 06SAFE ENOUGH TO START

43. SAFe enough to start @KBC
Pieter Reijniers

44. Customer behaviour is changing
dramatically
The next 2-3 years will be key for KBC
• Driven by technology, customer behaviour is changing dramatically.
• Customers expect frictionless and personalized experiences.
• And they expect their bank-insurer to offer the same experience as Uber, Booking.com, Google, …
• The scale of change is only increasing, and the next two to three years will be crucial for banks to survive

45. You’vegottochangethewayyoulookatthings

46. We must think and act differently
to deliver customer value faster and at
lower cost• Making our products and services more simple
• Not only build ourselves, but look what is already available within KBC group and in the
market and reuse, buy or assemble solutions and use market standards
• Make the time span shorter from idea to value delivered to the customer
• And working more efficiently, to be able to do more things at same cost
• But without compromise on quality and risk
DIFFERENTLY
6 Move2’s

47. Mission M2SA : Enable the organisation to achieve their
strategic goals via Scaled Agile Principles & Practices
47

48. As a means to obtain these goals we chose for
SAFe.
An emerging industry market standard
48

49. Strategic Alignment
Agile Leadership & Change Adoption
Team Productivity
In Move 2 Scaled Agile
we started to work on 6 dimensions
9
Continuous Delivery Pipeline
Strategic
Workforce Plan
(IT)
Offshoring
Nearshoring
Workforce Management
Autonomy of Teams

50. To come up with 4 products
50
Essential SAFe Portfolio SAFe Continuous Delivery
Pipeline
Autonomy of Teams
(integration with other
products tbd)

51. Start Essential SAFe
51

52. Division ART ID ART Name Department Department Head (ICT / IT) Activities
May-19
Jun-19
Jul-19
Aug-19
Sep-19
Oct-19
Nov-19
Dec-19
Jan-20
Feb-20
Mar-20
Apr-20
May-20
Jun-20
Jul-20
Aug-20
Sep-20
Oct-20
Nov-20
Dec-20
Delivery Division ART_001 Data & Leads Data Intelligence Services Geert Vandezande, Ann Van Dyck Essential SAFe
Delivery Division ART_002 Hjerte OMA Ege Steens Essential SAFe
Delivery Division ART_003 Investment Services AOT Luc De Man Essential SAFe
Services & Infra Divisions ART_004 Global T 24 BU IM Application Management Kris Cornelis Essential SAFe
Services & Infra Divisions ART_005 Global Rainbow BU IM Application Management Kris Cornelis Essential SAFe
Services & Infra Divisions ART_006 HPC Cloud Platform Department Stefan Adriaansen Essential SAFe
Services & Infra Divisions ART_007 Cloud Cloud Platform Department Stefan Adriaansen Essential SAFe
Services & Infra Divisions ART_008 Datacenter Datacenter Ronald Van Campfort Essential SAFe
Delivery Division ART_009 Data & Services Data Intelligence Services Geert Vandezande, Ann Van Dyck Essential SAFe
Delivery Division ART_010 MF Software Development Life Cycle Alain Van Nieuwenhuyze Essential SAFe
Delivery Division ART_011 Cloud Native Customer Facing Customer Services Karine Van Landeghem Essential SAFe
Services & Infra Divisions ART_012 Mainframe Mainframe Piet Demedts Essential SAFe
Services & Infra Divisions ART_013 End user Workplace Dock!Providing
Dock!Connecting
Wim Ost
Bart Adriaensen
Essential SAFe
Services & Infra Divisions ART_014 Productivity & Collaboration Dock!Providing
Dock!Connecting
Essential SAFe
Services & Infra Divisions ART_015 Dock!Support End User Service Desk
Dock!Providing
Joris Van Geet
Wim Ost
Essential SAFe
Services & Infra Divisions ART_016 IRM ART Risk mgt Chris De Bondt Essential SAFe
Delivery Division ART_017 Credit Risk DQM, OWB Linda Emanuel, Phillip De Maere Essential SAFe
Delivery Division ART_018 Third Party services ODB Nele Vandenbuscche Essential SAFe
Delivery Division ART_019 Daily Banking OBR Céline Pfister Essential SAFe
Delivery Division ART_020 Core Payments Processing OBR Céline Pfister Essential SAFe
Delivery Division ART_021 WCS & HiLo/Corporate OPP Nele Vandenbuscche, Kurt De
Ronghe (HILO), Geert De Coninck
Essential SAFe
Delivery Division ART_022 Life Commercial OAL Heidi Simaels Essential SAFe
Delivery Division ART_023 Security Services Train 1 OPF Geert Van Waesberghe Essential SAFe
Delivery Division ART_024 Asset Management SMS Ege Steens Essential SAFe
Delivery Division ART_025 High-care payments OPP Geert De Coninck Essential SAFe
Delivery Division ART_026 Security Services Train 2 OPF Geert Van Waesberghe Essential SAFe
Delivery Division ART_027 SoLar FiRe (Solvency, Liquidity, ALM risk,
Financial Reporting)
DQM, OWB Linda Emanuel, Phillip De Maere Essential SAFe
Services & Infra Divisions ART_028 eWP New Train Post Reorg Employee Services Jimmy Cams Essential SAFe
Delivery Division ART_029 International Markets OBD Jan Degraer Essential SAFe
2019 2020
Q2 Q3 Q4 Q1 Q2 Q3 Q4
ART Planned Vs Realized (PI launch)

53. ART KANBAN
53
ValueStream/ Dept/ ART
Preparation ImplementationPlan Launch FIRSTPI SecondPI ARTContinuity
ServiceToDelivery
SecureHostingServices
SecureWorkplaceServices
Riskmgt
Hjerte
Asset Management
DQM&GroupFunctions
SecurityServices
High-carepayments
Data&Leads
Investment Services
WCS&HiLo/ Corporate
DailyBanking&CorePayments
Processing
ThirdPartyServices
LifeCommercial
TheTracks
TheStations
ITService2Delivery
BusDevOps
BUBE
1
1
1
2
6
3
2
1
1
1
1
1
1
1
Destination
Arrived on 3rd
Dec
1
1
1
3
1
2 3
1
1

54. Outcome driven approach
54
S.No
.
KPI Area of Impact Frequency of
Measurement
Formula/Under the hood Remarks
1 Value Delivery Acceleration of value delivery; Program
Predictability Measure
Once every PI (Cumulative business value realized from all the PI
objectives in a PI) / (Planned business value against PI
objectives determined by the business owner &
product manager during PI planning)
PI wise trend graph plot
2 Commitment
Reliability
Predictability of delivery committed during PI
Planning
Once every PI (Number of Features Delivered & Accepted) /
(Number of Features Committed during PI planning)
PI wise trend graph plot
3 Time to Market
(TTM)
Pace of Lean value delivery; reducing waiting
time
Once every PI End-to-End elapsed time (Processing Time + Waiting
Time ) from Ideation to Production Launch - Track
feature wise TTM
Report the mean TTM of the
features (“done”); PI wise
trend graph plot
4 Quality Fitness for customer use, maintainability Once every PI Defect leakage – Number of defects/incidents in
acceptance; Number of defects in production
PI wise trend graph plot
5 Business
Engagement
To what extent does business (bus owners/
stakeholders) have confidence/trust in the
way products/solutions are delivered and
what is the perception about influence of it on
business results
Once every PI PI Business Engagement Scores (NPS); Would you
recommend the Way of Working to your best
buddies? – voting survey during the PI retrospective
PI wise trend graph plot
6 Team/Employee
Engagement
Measuring the engagement of employees.
To what extent do team members want to
throw themselves into it, do they feel valued
and involved and do they have clarity.
Once every PI PI Employee Engagement Scores (NPS); Would you
recommend the Way of Working to your best
buddies? - voting survey during the PI retrospective
PI wise trend graph plot

55. Continuous Delivery Pipeline
55

56. Continuous Delivery Pipeline
Automate
Orchestrate

57. Keys for Success
Experiment
Cocreate
Product Approach
Limited Coach Capacity
(central)
Train Key SAFe Roles
Get Business in the
driver’s seat
Accountability with the
delevery organisation
Phased Approach
Integrated change
Approach

58. Keys Challenges
Management
involvement
Legal, Audit,
Compliance, etc…
Switch to capacity
Based planning
Focus on real value
Delivery (Product
Management)
Compliant behaviour
Discipline

59. End Quote