| | MAY 20219CIOReviewThese examples brought the value of agile to life for a much broader audience. Today, our entire organization is committed to revolutionizing how we operate at speed and at scale. Winning hearts and mindsTo transform your own technology team and beyond, you'll need to identify individuals who can offer different perspectives, either because of the nature of their work or the teams they represent, to help you lead grassroots change throughout your organization.Don't get me wrong, senior leadership buy-in is critical, but you won't be able to drive change without also winning the hearts and minds of all, including those that are most skeptical. Engaging with these champions frequently and empowering them to enact change locally within their respective teams will go a long way to accelerating your organization's agile transformation.Leading by exampleThere will be set-backs, delays and unpredictable events that will challenge everyone's commitment to change. However, it is precisely during challenging times that the merits of agility shine through.During COVID-19, we didn't start coding faster, we made product decisions quicker. Over the past three years, Chase has organized into over 1,000 scrum teams and has been focused on driving continuous improvement by leveraging metrics like backlog health, forecast predictability and churn. As we matured, we began to see improvements in long-lived teams and data driven management. So where do you go from here?Progress isn't a linear process. Your organization's agile transformation won't be either. If you lead by example, keep demonstrating the value of the transformation across all levels of the organization and showcase wins outside of technology, you'll succeed. Three lessons for success1. There isn't a bona fide, step-by-step guide for an agile transformation of a large company. You'll have to make decisions and be agile yourself in what works and what doesn't. Read up and learn from those who have been there, but you are forging new territory. Fail forward. 2. Strong leadership is important. This will be a large organizational change and people will need clarity. Make decisions, be clear about why those decisions were made and lead from the front setting the example. 3. Do the right thing not the easy thing. It will be hard to dismantle processes that have been in place for decades. Focus on the problem and design systems what should be accomplished now and in the future. Remove waste wherever possible. There will be set-backs, delays and unpredictable events that will challenge everyone's commitment to change. However, it is precisely during challenging times that the merits of agility shine through.Rohan Amin
< Page 8 | Page 10 >