At Scrum Day Chile 2019 I talked about Magalu's case of exponential growth and organizational agility. Helped to demystify the Spotify Model, and facilitated a learning canvas session (from learning 3.0) to get to know the problems they are facing and to come up with potential solutions in a collaborative way.

1. Exponential
growth &
organizational
agility
Henrique Imbertti
Director of Organizational Agility
@imbertti
ScrumDay | Chile

2. Top 100 Exponential
Organizations
88º place

4. A lot of people are looking
at Spotify, but where is
Spotify looking at?

6. Terrain Digital
VUCA
Exponential Growth
Digital Platform
Collaboration
Agreements
Standardization
Agile & Lean
Systems Thinking

7. Case of a
Brazilian
company

8. 48%
of total sales from digital *3T19
24m
Active customers base
62
Years in business

9. 96%
E-commerce sales growth
14M
M.A.U. (Superapp Magalu, Netshoes, Zattini and Época Cosméticos)
19%
Physical store sales growth

10. +1000
Physical stores
18
Fulfillment Centers

11. +11000
Sellers *3T19
+30,000
Employees
12M
SKUs

12. Galapagos Island strategy
Reduce the effects of the tribal
immune system, and thus facilitate the
introduction of something new.

13. 2012
The massage
room

14. 15
Traditional retailer
with an IT department

15. 16
Digital platform
with physical
presence and
human touch.
E-comm
Stores
2012
Omnichannel &
Marketplace
2014
2015
2016
luizalabs
Magalu as a
Service - MaaS
2017
2019
One IT!

16. Number of employees
Area of
Organizational
Agility (director)

17. “ As citações normalmente são
escritas como um meio de
inspiração para transmitir
pensamentos filosóficos ao leitor.
18
Agility is the ability of an
organization to renew itself,
adapt, change quickly, and
succeed in a rapidly changing,
ambiguous, turbulent
environment.
McKinsey - The keys to organizational agility

18. Forming a team of agile coaches
2017
● From ScrumMaster to a broader concept
● Focus on Luizalabs - given the last wave (one IT!)
2018
● At least 1 Agile Coach per tribe (more than 1 team/squad)
● Started working in other areas, such as Marketing and HR
2019
● New model: internal consultancy
● Training, mentoring, immersions, assessments…
● Consultants with shared goals: collaboration on systemic issues

19. Influencing the strategy deployment
2017
● Goals per squad: hard to collaborate
● Long feedback loop: 1 year planning
● Product role was created, but projects are the standard
2018
● Goals per tribe: more flexibility to generate value
● From output to outcome: NPS, MAU, Contact Rate…
● Tried to limit WIP in the portfolio level #failed
2019
● Portfolio WIP high: back to goals per squad :(
2020
● Shorter cycles: 4 months
● Portfolio w/ limited WIP: now > next > later
● Back to goals per tribe
● Monthly results meeting per goal instead of area

20. Grey squirrel strategy
h"ps://www.woodlandtrust.org.uk/blog/2018/11/red-squirrel-facts/

22. Key takeaways
● Be patient! Transformation takes time.
● You are going to face resistance. You need to learn how to deal with
it and how to overcome it: “be water my friend”.
● Respect the legacy and the people: autonomy with responsibility.
● What got you here won’t get you there. Growth mindset.
● It doesn’t matter what you have done, if you are growing
exponentially, things will break.
● Continuous improvement > “Spotify Model”.

23. Thank you!
Henrique Imbertti
Director of Organizational Agility
@imbertti
linkedin.com/in/imbertti
luizalabs.com/vagas
ScrumDay | Chile

24. Prática:
Learning
Canvashttps://learning30.co/