Abstract: This is the story of how IBM, a 110 year old company with 400,000 people globally, is once again innovating and transforming itself, to keep up with the pace of change, to an Agile way of working.
Why should a large, $80billion dollar global corporation change to Agile? Why did IBM choose Agile? Why not some of the other options like Lean or Lean Six-Sigma and where does Customer focused design fit in?
This is the story of how a 400,000 person company has been transforming itself to an Agile organisation inside out, right across the entire Group including IT, HR, Finance, Marketing, Operations, Product development and Manufacturing. The scale and scope spans technologies from mainframe, to the Cloud, Watson and Cognitive computing to Blockchain and even on to research in areas such as Quantum Computing.
We will outline where we started, what we did and how we went about scaling Agile across such a huge global organisation.
We share our problems and pain, the pitfalls we wish we could have avoided and the successes we have experienced from day one. Now more than two years into the journey the benefits are so astounding that we have even commercialized the approach at the demand of our customers.
We will show you how we need to restructure the core of the organisation, reduce and flatten the leadership and management layers, assess and selected only the best ‘Agile minded’ leaders, trained and coached thousands of people and all this while keeping the organisation and our clients running at full tilt.
We share how we saved hundreds of millions while improving response and cycle times by multiple factors, saw our employee engagement soar and our customer satisfaction rating increase significantly.
Agile is traditionally seen as just a way to do things faster and better, but often not as a method to reduce cost and increase revenue. We will show you how Agile has contributed significantly to these two key business drivers.
Lessons Learned from Your Experience: - Why choose Agile and what are the options
- How to strategically position Agile at C-suite and board level
- How to start a large Agile organisational transformation
- What to do and not to do on the journey of transformation
- What are the key change resistance tactics you will see and how to best handle them
- How do you change the organisation structure and leadership culture of a existing organisation
- How do you turn the ship, how do you make elephants move like a pod of dolphins, where do you start and what are the steps to take.
- How do you train and coach thousands of people to a new way of working
- How do you measure success of such transformation
- How do you mange such a large organisational transformation
