Enterprise Agile Adoption Across Culture, Teams and Processes
One of the largest banks in the United States that provides financial products and services to consumers, small businesses and commercial clients was in the process of a full Agile transformation across the enterprise, but sought a way to address the constraints of scaling Agile across diverse business units. xScion leveraged its proprietary Agile Adoption Maturity Model (AAMM) to assess maturity, create a foundation of understanding, build cultural buy-in and train teams for success.
The Challenge
The client wanted to scale Agile across disparate business units, create a standardized Agile culture and develop reporting. While it originated with small teams, adopting Agile across the full enterprise helps increase speed to market, boost efficiency and improve quality. However, enterprise Agile comes with additional challenges including inter-team collaboration and coordination, and the need to holistically examine an organization and its DNA.
The Change (Assessment)
xScion leveraged the AAMM to help the client fully understand their current state with a real-time view of maturity for each team in a holistic snapshot. The assessment resulted in a baseline of understanding processes, tool usage, ceremonies and roles, and a roadmap was developed for continuous maturity growth.
To further scale adoption, xScion provided daily hands-on training for teams in their work environments, created communities of practice and a playbook for continued success. Best practices and principles from leading Agile methodologies including Scrum, SAFe, Kanban, Scaled Agile and others were incorporated where appropriate to improve Agile performance across disparate teams and business units throughout the organization.
Based on the AAMM assessment recommendations, xScion provided Agile basic training for certain teams and embedded Agile Coaching into Agile Ceremonies to ensure success after xScion’s departure.
The Value and Roadmap
The client received a real-time view of their current state so the executive team could clearly delineate the Agile status of different teams, create plan to increase Agile maturity and develop the skilled expertise to successfully implement across the enterprise to achieve their Agile goals. Cultural buy-in and collaboration were created through the development of Communities of Practice, the adoption of consistent Agile processes, terminology and tools, identifying internal Agile Champions and understanding the ROI potential by each team to drive adoption.
