Fixing Enterprise Transformation - Learnings from Corporate Stories

This was presented by Punit Doshi at the Scrum Day India 2024 (www.scrumdayindia.org).

Punit shared the lesson learnt from three stories -

1. From Clutter to Clarity
2. Governance for Lasting Change
3. The Tale of Two Scrum Teams

1. FIXING
ENTERPRISE
TRANSFORMATION
Learnings from Corporate stories
27 July 2024 | Punit Doshi
[email protected]
[phone]

2. Founded in 2010 having over 35 clients and over 10,000
students trained
Scrum.org licensed Professional Scrum Trainers®
Combined experience of 50 years of industrial experience
Lead Transformations for multiple Banks and Product based
companies
Over 30 years of combined experience in Agile Transformations
ABOUT US
https://practiceagile.com/

3. •From Clutter to Clarity
•Governance for Lasting Change
•The Tale of Two Scrum Teams
•Lessons learnt
AGENDA

4. Sprawling technology organization with over 10,000 employees
Complex web of legacy applications – courtesy mergers and
acquisitions
Technologists supported multiple applications draining
productivity and morale
High-maintenance efforts and costs
CLUTTER TO CLARITY - CONTEXT

5. Surveys, interviews, gather spend data and observe forums
Evaluate and categorize 2,000+ applications into Invest, Maintain and Divest
buckets
400+ applications earmarked as Divest!
Consult with CTO’s, Application Owners and team members to get their buy-in
on next steps
Embark on multi-year Cut-the-Fat program
CLUTTER TO CLARITY - STEPS TAKEN

6. Freed employee capacity for innovative efforts
Increased employee satisfaction
Cost savings on infrastructure and licenses
Improved system reliability
CLUTTER TO CLARITY - IMPACT

7. Systemic approach towards identifying investment leaks
and plug the holes
Stop starting and start finishing
CLUTTER TO CLARITY - LESSONS
LEARNT

8. Large investment made in Transformation
Found short-term successes at early stages
Scaling implementation across organization posed challenges
Tracking impact of the investment on initiatives was difficult
Strategic investment decisions weren’t transparent
THE GOVERNANCE - CONTEXT

9. Establish links between tactical delivery with strategic KPI’s
Ensure OKRs are cascaded from strategic KPIs to Product level
Leverage frameworks for transparent decision-making
Prepare and automate virtual Obeya Room to highlight:
Business strategy and roadmap
Portfolio
Key metrics and OKR’s performance
Systemic impediments
THE GOVERNANCE - STEPS TAKEN

10. Transparency in measuring objectives at all levels and their contribution towards
the strategic goals
The ability to measure impact of initiatives on KPIs over time provided clear
validation of the return on investment
Frequent reviews at Obeya Room at all levels improved Leadership
collaboration and decision-making
THE GOVERNANCE - IMPACT

11. TALE OF TWO TEAMS - CONTEXT
PO: Product Owner
D: Developers
SM: Scrum Master

12. Part-time team members (5 in NYC) resulted into collaboration issues
Time zone difference aggravated the problem even further
Siloed working behavior became dominant
Difficulty achieving Sprint Goals
TALE OF TWO TEAMS – TEAM A

13. Kept team size nimble and dedicated (except niche) for the product
Ensure at least 3 hours of overlap between the geography
Co-located the India team for 3 months during early days
Isolated team members were SME’s
TALE OF TWO TEAMS – TEAM B

14. Avoid fragmented teams and allocation
Invest in technology and travels
TALE OF TWO TEAMS – LESSONS
LEARNT

15. LET’S STAY CONNECTED!

16. THANK YOU!