Behavioral changes of individuals or even cultural changes of entire organizations cannot be enforced. However, you can adjust your own behavior and thereby influence the behavior of others. Changing the behavior of leaders is therefore of critical importance in transforming an organization and its culture. To successfully initiate an agile transformation, we, together with our customer:
- Created a common understanding on agile values and principles among leaders
- Highlighted their impact on the organization
- Had lively discussions about an agile company culture
- Drafted the vision of the agile transformation and a path forward
- Tested, adapted, detailed and extended it with the teams
Driven by changing market requirements, our customer is adapting its IT organization to stay ahead.
The central IT organization of our customer (Automotive OEM) was undergoing a change to an agile organization.
The goal of this change was to optimally support the vehicle development process with appropriate IT products and to shorten the time-to-market for new vehicle developments. This allowed a faster reaction to market changes.
Organizational change is only successful through a multichannel approach - and one aspect is essential.
Successful pilot projects, first well-functioning agile teams, growing knowledge exchange, suitable trainings and coaching, commitment of management on all levels as well as transparent, up-to-date communication are all examples of important success factors.
However, a management team setting an example by living agile values and principles was indispensable in establishing comprehensive change.
„Be the change you wish to see in the world.“
Especially as a leader, you have a big impact on the corporate culture. You can help the agile transformation succeed by setting a good example.
By performing "Transformation Sprints" with the management circle, we highlighted opportunities and boundary conditions for an agile approach, thus making agility perceptible. In particular, we jointly developed and initiated the vision of the agile transformation, the organizational product breakdown, derived roadmaps and a change concept. The product teams directly validated, adapted and extended the artefacts from the management circle. Thus, the agile transformation was successfully initiated.
Self-reflection is the first step towards "an improved organization".
The vision and the roadmaps served to create a common understanding of the goals and the motivation for the transformation initiative. Through own experiences and common reflections on a daily basis, agile values and principles were internalized. Embedding of this mindset is the base for a successful change towards an organization that is ready to face fast changing market requirements.