This document outlines Wipro's organizational change management journey to adopt enterprise agile practices. It discusses establishing a Center of Excellence to streamline agile processes like Scrum and XP. The framework includes defining vision and strategy, changing processes, training employees in new roles and behaviors, restructuring teams, and aligning performance management and career growth to the new approach. The goal is to increase agility, collaboration, accountability and customer focus through transforming the organization's culture, roles, tools and infrastructure to support agile delivery.

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Enterprise Agile Adoption: An Organizational Change Management Journey
Rituparna Ghosh
General Manager – Continuous Improvement
Zaheer Abbas S Contractor
Head – Agile Next

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The evolution triggers
Increase in the number of Agile projects in the system, and need to align to customer’s large transformation
The new roles from Agile execution perspective impacting the existing roles within the system
The charter and goals & objectives for individuals and teams and difference from existing G&O existing in the system
Their career roadmap based on new roles
Team structure alignment:
From pyramid to Hour glass structure to align with the flat team structure
Infrastructure changes :
For collaboration and for DevOps enablement
Talent incubation and fulfilment
Sales team enablement
Sr. management enablement
Wipro by establishing a COE streamlining Agile process(Scrum, XP), piloting small projects, D-agile.
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Organization Change Management framework
OCM
Vision/ Strategy definition
Process
Communication and stakeholder relationship
Technology and Infrastructure
Training and Behavioral development
Organisational structure
Performance management

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Vision & Strategy
Increased Agility
Enabling Agile delivery : Centre of Excellence
Execution across the delivery organization
Investment in people, process and technology development
Enhancing
Customer
Value
Predictable
Operations
Driving Business
Value
Customer
Focus
Agility in
Execution

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People enablement : Unlearning + Relearning
Agile Coach/Manager
Scrum Master
Team members
Online training
Class room training
On-the job Coaching
and Mentoring with Enterprise Agile Coach
Senior Leadership
Business Development
Business Finance

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Cross Skilling
Learn Coding
Learn Engineering
New normal :
Institutionalise CI/CD, ATDD, TDD from career beginning
Traditional state:
Focus on coding
Cross Skilling
Traditional state:
Increased focus on specialization in one area
New normal :
Build a culture to develop two core skills

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Behavioural training
EXPECTED BEHAVIOR
One Team
Collaboration
Accountability
Trust
Assertive communication
Servant Leadership

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Gamification is a key tool in getting the millennial team members to learn

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Career Growth
Traditional State : Pyramidal structure
New normal

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Aligning performance management
Agile aligned G&Os
More frequent feedback
Holistic performance measurement

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Communication : Multi level and multi channel
Wipro Management speak
Wipro Team oriented communication
Early adopters share their experience
Recognizing people who make a difference
Newsletters and Mailers
Open House
Online Knowledge Management and Broadcasts

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Technology
•Requirement Elicitation and Management
•Project Management
RTC, Eclipse, WiproStyle, Junit, Ant, Jenkins
TFS, Visual Studio
•Development activities management
•Gated Check-in, Code Review, Unit testing, Static Analysis
•Configuration and Build management
Rational Quality Manager, RFT, RPT, JMeter, Selenium
TFS, MTM, Visual Studio
Test and Defect management
Automation support
CLOUD CLM
ADDITIONAL TOOLS
In-house tools to enable increased agility in development and test automation
WiproStyle
Wipro Code Checker
Deep check
Requirement composer
Team Foundation Server

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Zaheer Abbas