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Case Study: Agile Transformation in Retail company

Our CLIENT is a large retail company, the official dealer of world scale company group. It’s main business is retail sale of goods and services.
The company conducted quite a few optimization activities, and faced diminishing returns of such actions.
The REQUEST is to assist with selection of a new business area as well as to setup, to launch and to support new Growth Teams until first significant result is achieved.
AgileLAB has proposed two steps Transformation activity:
  • Define strategic area for the new Teams.
  • Kick-off the Teams and setup their processes.
Activities roadmap, phase 1
Workshop to identify new business area criteria hypotheses.
Workshop to hypothesize User Personas and propose possible benefits and metrics for each new business area.
Three possible teams were selected based on the two previous workshops results.
Workshop to define pilot team’s launch success criteria.
For each of pilot team candidate, CJM, team competencies map and progress metrics were figured out.
Two candidates have been selected for launch with competencies, efficiency metrics and launch plan agreed.
Client's key takeaways
Brief retrospective on the results of the first phase resulted in the following insights:
  • Possible organizational resistance to change
    Broad range of managers involved in launch prioritization helped to handle objections on different levels, as well as to get management buy-in.
  • Strategy and Motivation
    During workshop sessions, growth point in current motivation system and strategy were identified. It brought management attention to inner processes and change of strategic priorities.
  • Competencies
    Lack of specific competencies became visible and required search for external candidates with relevant experience. It hasn’t delayed the launch of two pilot teams, but requires systematic solution in future.
Activities roadmap, phase 2
  • Teams and managers are trained in Scrum.
  • Agreements with all stakeholders reached.
  • Preliminary backlog definition workshops conducted.
  • Report formats defined.
  • Team members time allocated for team work, officially.
  • Each Team kicked-off, including base rules and inner agreements building.
  • First Planning conducted.
  • System is set up, preliminary backlogs are registered, first sprint started.
  • Key roles coaching conducted.
  • Two full Sprints with Teams conducted (including all Scrum Events, reviews, Brain Storms).
  • Four full Sprints monitored with feedback from consultants provided to Teams.
Client's key takeaways
Brief retrospective on the results of the second phase resulted in the following insights:
  • Launch
    Pilots are considered successful, and the company adopted Team Launch method. It has decided to launch two more Teams on its own, and succeeded.
  • OKR
    OKR implementation is needed to align goals of Teams and members with goals of Value Team for further progress.
  • Training
    OKR and Portfolio Management training is needed, because even with 4 Teams it is clear that more systematic approach is required. E.g., more systematic planning for month, quarter and year requires more thorough management, including investing at organization level.
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