Towards an agile transformation
First, we built a steadfast relationship with the head of the business unit. He was quick to understand that demanding more rigorous execution from his team has set a detrimental dynamic in motion.
The unit head is looking to enact a transformation combining operational excellence with the implementation of more efficient and autonomous teamwork.
We start off by working on Purpose and Trust with the management team. A new, richer and deeper dialog is opened up, allowing us to talk about concerns and possible fixes. Before long, consultants and managers see eye-to-eye.
We then start an implementation process with the management team, spending the bulk of our time with department heads (functions and plants). Within no more than two seminars, people start massively buying in and the purpose (Mission, Vision, Ambition) becomes more evident. We work on agility-promoting behaviors as well as concrete ways forward. A plan made up of several priority areas is drawn up (market acquisition, project culture, innovative portfolio, operational excellence, etc.).
A "world café" open to all main site employees gets the teams in the game and sets out firm action objectives within various strategic areas. Volunteer "plan ambassadors" are named. Over a series of workshops, the ambassadors define the precise content assigned to each working group (one to three per area) and pick leaders to guide employees through brainstorming.
A traditional steering committee is decided against in favor of "Sprint"-style implementation
inspired by the scrum methodology, with regular "Dialog Workshops" in which local managers are encouraged to measure the agenda’s progress and collectively delineate their roles in implementation.