Converting 55 global distributed programs from Waterfall to Agile during Covid

Lead Agile Coach

Phil Rojas

Organization

One of the five largest insurance companies according to Forbes

Achievement

A top-to-bottom transformation of the Property & Casualty Insurance and specialty risk division; from creating the mythology and playbook to the execution of these throughout the organization. The adoption of this scaled approach succeeded in aligning all delivery centers worldwide in order to synchronize and gain visibility of all deliverables from all relevant value streams.

Challenge

A Waterfall-to-Agile transformation for the entire Property & Casualty Insurance and specialty risk division of the company during the Covid pandemic.

Solution

Created a new scaled Agile approach and playbook. Trained at all levels, created new role definitions, replaced traditional activities with Lean/Agile alternatives, created new tooling structures as well as establishing new communities of practice.

A Case Study For Creating A Cross-Functional Team Of Teams (Art) Aligned To A Value Stream

ENTERPRISE AGILE COACH

Leor Herzfeld

Organization

A Fortune 100 Financial Banking Services Company

Achievement

Top to bottom transformation of the entire Marketing organization comprising 8 technology platforms and 68 teams. The launch of a new cross-functional, cross-organizational Agile Release Train aligned to a value stream.

Challenge

I was assigned as the principal coach to implement the Agile transformation for the entire Marketing Organization and to build a new structure to support their efforts to more effectively market to their customers.

Solution

Created new cadences and trained at all levels, created new role definitions, replaced traditional activities with Lean/Agile alternatives, identified and mentored “change agents,” and more.

A Case Study on Building and Aligning a Team of Teams after an Apocalypse

Organizational Coach

Ben Williams

Organization

A Fortune 50 Financial Banking Services Company

Achievement

The result was 12 cross functional teams containing the best (not perfect) combination of team members for the organization to deliver on its goals. The teams began holding their retrospectives on the same day, to allow teams to ‘pass up’ information to the team-of-teams at the same time.

Challenge

We needed to complete was the reorganization of large component teams into smaller self managing, cross-functional, feature teams. Once we had our cross functional feature teams it became important that they learnt to work with each other.

Solution

Approaching the engagement with the client using a more holistic and integral lens led the client to solve their own problems and not to rely on prescriptive methods from books about what has worked for others.

A CASE STUDY ON AN APPROACH FOR SHIFTING MINDSET AND PERSPECTIVES FOR SUSTAINABLE CHANGE

Agile Coach

Alanna Finn

Organization

A Fortune 100 Financial Banking Services Company

Achievement

In order to turn my very successful team transformation into a repeatable and teachable learning experience, I mapped out a method using a retrospective approach, and this roadmap was the result. This case study illustrates the approach I used to attain my goal of implementing an impactful and sustainable change for a team that went from base-line performance to outpacing every other team at the company.

Challenge

I was assigned a team to help improve predictability, output, and quality. Once I began working with the team, I realized many of their blockers came from their struggle with product alignment and miscommunication around prioritization.

Solution

I used a collaborative leadership approach to work with the team to analyze, update and refine the processes they had in place to ensure the processes they were implementing served them as a team and the work they do. I also partnered with the team to improve the relationship with product in an effort to open the lines of communication between our team and stakeholders to bring a greater level of transparency and accountability to our processes and overall team culture.