Driving high performance through Agile Transformation improving team productivity by 40% and reducing time to market by over 200%.
Genesis Consulting Agile Coaches led the Enterprise Agile Transformation delivery including introducing Scaled Agile delivery principles to over 20 teams, worldwide in complex multi-continent distributed organizations for three perspectives of the organization.
The Agile transformation for Bank of America began in late 2012. The leaders of of Global Commercial Banking wanted to improve the time to deliver solutions and reduce key person dependencies across the 100+ people on the technology team. There was a need for a framework to help organize teams around products, share knowledge, and deliver solutions in a predictable way.
The Agile coaches started the agile transformation by applying the Spotify Tribal Leadership mindset and Lean-Agile values and principles. The intent was to focus on achieving higher productivity and reduced time to market for the teams of Global Commercial Banking and three other divisions Authorizations, Payments, OLS Program including the global architects.
Our approach defined the desired outcomes rather than the target state allowing for continual Inspect and Adapt based on learnings on pre-determined cadence-based milestones while nurturing and building personal relationships based on complete trust.
The Agile implementation design was made up of the following 3 key areas:
Perspectives – This is the pattern for how the organization will form teams at all perspectives of the enterprise. Provide pragmatic guidance about how teams (Pods, Squads, Tribes and Guilds) will form, behave and be long-lasting entities for the life of the purpose they are aligned together.
Governance – Governance is streamlined guidance on the way in which the organization initiative starts, makes decisions about priority, balances capacity and demand, and handles trade-offs when things get out of balance. This also includes coordinating across teams when necessary applying lean principles, systems thinking and Agile values. There needs to be an integrated approach to effectively influence outcomes, compliance and quality. The governance approach needs to balance demand and capacity along with risks and dependencies.
Observations – Observations and learning are the ways we measured organizational improvements and trends to the desired outcome. This approach provided a rubric based way to baseline the observations, gather the data points, filter the learnings and showcase improvement, and communicate the same to the stakeholders.
Most projects document the plan, update Gantt Charts, highlight “as planned” and funded and then start measuring progress against the plan, by watching the fund burndown. Our approach was different and more effective, productive and engaging for the stakeholders. We tracked progress against goals of the desired outcomes for transformation planned, and progress against business key performance indicators (KPI). We were able to determine if the investment being made is incrementally and continually yielding the business outcomes we were targeting to achieve.
We did achieve what we set as our goals in less than 16 weeks with this implementation design.
We improved team productivity by 40%. An improvement of 50%+ on quality of delivered solution and delivered time to market by ~200%. A rough calculation of the variables at the time had reflected a cost savings of $3,000,000.