Vincent Thamm - Take-off to transformation
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A case study of Transavia Airlines, sharing our transformation story with best (and worst) practices. A talk from 2 perspectives: As organizational developer and as Base Lead (head of a 'department'/circle)
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Vincent Thamm - Take-off to transformation
- 3. Where do we come from?
- 4. 10th of May 2017, Amsterdam Airport
- 5. Disruption is everywhere Travel disruptors Adaptability
- 6. 6 Critical mass Customer centricity Lean startup & scrum teams Innovation ecosystem
- 7. Scaling up Innovation Track (Invent) Business team (Improve)Feedback Agile framework (Create) Analyze business ideas Prepare for development Develop & deliver
- 8. Deep systems Structure Way we work Culture
- 10. Product Development Fleet Data Fleet Communication Fleet Transavia Agile Framework (TAF) Base Core Base Direct Base Partner Base Passenger Crews Crews Crews Crews Transformation Platform Strategic Capabilities Platform Innovation Lab Commerce Organization
- 12. Invent CreateImprove • Customer value • Iterative, incremental • Cadence, Speed • Fact based Way we Work
- 13. 13
- 15. Transformation journey Goods Products Services Experiences Transformations Cost Profit Trust Value
- 16. Learnings
- 18. Back @ home Start small & validate, iterate Real change happens @ people & culture Align ways of working & cadence “Where we are today couldn’t happen without the journey we had” Put things into your own context Start your journey now!
Editor's Notes
- 50 years old, reinvented our business model quite a few times to exist today DNA: Legro ‘what’s your proposal’ ? Transformatie van Charter naar LCC Part of AFKL; 4 bases FR, 3 NL, > 60 a/c, 100+ destinations Europe
- Out there, it’s like everyone is ‘pouring sand in your eyes’. So much happening, so fast. How to keep up?
- Phase 1: start initiatives & create a critical mass (2014, 2015) - Customer journey, PXI - Lean startup team @ PX innovations - Scrum teams @ new transavia.com website - Lean improvement @ Operational departments - Innovation team, outside-in & open innovation - Develop innovation ecosystem: developers, startups, scaleups, corporates, networks
- 2015, 2016: Bring learnings together, gather insights, develop vision NEED TO CHANGE AS ORG! Scrum teams SAFe Transavia Agile Framework Lean startup team lean startup way of working, validated learning by running experiments Inspiration workshops, talks, enable innovation for organization
- Why need to change? Intern: silo’s, > collaboration, > efficiency & cost level, faster decision making, faster time2market, customer centricity, value delivery, from inside-out to outside-in focus = customer collaboration, open innovation, need to defend market position and find new areas of growth Extern: pace of change, > competition, responding to change (adaptability -> anti-fragility), become digital @ DNA
- Becoming an Ambidextrous organization, anti-fragile, continuous transformation New Operating model - With a new set of operating behaviors EX = CX MVP: New Commerce Organization
- Using what worked & seemed suitable for us, from: Agile, lean, holocracy, Spotify + thought leaders: Semler, Osterwalder, etc. Bases, crews, fleets, platforms. + TAF Task result focus Job description rol(es) Base lead overleggen: HR & OD, eg BizDevOps. Working ON iso working IN Working IN @ teams; decision making @ specialists
- PI events: Zat al in IT, nieuw voor business. Kadans voor heel COMM neerzetten. Eerst apart IT & COM, nu geintegreerd PI event
- Culture (= Attitude + Behavior) Values: Friendly, Responsible, Inspired, Decisive EXI, Employee journey + wat doen we er nu mee Empowerment eerder gestart: Leadership program, Agile transformation HR, Individual & team development (GROW sessions) ‘facilitating leadership’, bewustwording van change curve van individu & team + hoe eigen team hierin helpen (zonder doen vanuit inhoud) Binnen NCO: relatief kleine groep. Bl’s coaches, od Beloningsstelsel omgegooid; 50% beloning obv. personal ‘leadership assignment’ In org: personal development (result / skills / value based), 360 feedback from colleagues Learning environment different mindset. Inzicht in elkaar, begrip & samenwerking, elkaar inzetten op waar je sterk in bent = Value systems+ Change capability; people change / culture scans
- Current largest value system at HV: … Current largest value system at HV – under pressure: … Desired value system at HV: … -> What’s necessary to come at that stage? Commerce: blauw – oranje. Nu winstgedreven, geen hark meer, resultaatgericht. (backend soms hark nog nodig, frontend niet meer zichtbaar) Nu opstart naar integraliteit: customer / employee / flight journey gericht, trust based Managing FX: cost Process driven Command and control Telling Managing FX: revenue (PX is a means) Strategy driven Result Selling Managing EX/PX (PX is a goal) Values driven Empowerment Participating Managing innovation Vision driven Agility Delegating
- New structure designed in 2016 Selection of people end 2016, goodbye to 25 Transavia colleagues Started in new Bases and Agile/scrum per 2 January 2017 New vacancies / 28 new people onboarded (incl interns) Biggest successes (what worked): … Biggest learnings (what worked not): … Timeline inhoud theme based uitleg (zoals OD) = beter plaatje. Trots zijn op wat we allemaal hebben gedaan in 1 jaar tijd! New operating model: In progress, C&I leent zich makkelijker voor agile approach Run = challenging. Breaking the silo’s between OPS & COM, 2 parts of company with own structures & legacy integrality, reactive proactive Useful: set up kanban board, align on way of communicaton & working Example: integral planning (from planning in fixed order: market-revenue-fit @ OPS. To: margin optimal integral approach (cost level). Validate network @ cost level & iterate back to optimize network. Fleet costs: validate at all key stakeholders before making decisions on fleet development. Past = often insights too late, now proactive NCO 2017: major change. Selection on capability of people to deal with this. Verbouwen met winkel open, bleek succesvol. Continu in beweging Learning: Coaches Base core waren de experts van vroeger. = coach kan ook beoordelen op inhoud, belemmert zelfsturing. Nu echt los laten, tussenvorm, managers facilitating leadership. Echte change pas jaar later op mgt. Was wellicht nodig / was het dan gelukt om te verbouwen met de winkel open?
- Transformation heath map bringing company wide change initiatives together to accelerate Personal development: hier toelichten, niet bij NCO plaat slide. Communication: herladen brand, zwaar accent op intern / de medewerker Synergy: bringing change initiatives together > transformation program Boodschap: There is no way back
- Start doing: eerst in een gedeelte van het bedrijf gedaan. IT & COM & OPS is nog in progress. Success case Ritme afstemmen op elkaar: 1 kadans voor zowel COM als IT, zelfde flow Zet mensen in hun kracht: specialist maakt beslissingen, gebruik elkaars sterktes & waardesystemen Cultuur, voldoende aandacht voor onderstroom = waar de echte change plaats vindt Zet specialisten niet op faciliterende rollen, tenzij ze het kunnen (kom niet vanuit specialisme op die rol terecht) Dus pas je beloningssysteem er op aan