A product division of a financial service provider has management responsibility for an economically viable, competitive product portfolio. This cannot be effectively achieved with the previous working methods (rather reactive-passive, isolating, and risk-averse).
A new collaboration model is to be developed structurally/procedurally with a lean-agile mindset and methodology. The proposed change process already follows lean-agile principles: rapid action and experimentation, quick learning and further development.
The collaboration model is being gradually developed, tested, broadened, and anchored in four ‘waves’. Accompanying coaching of individual teams, regular large group events, and leadership retreats alternate. Learning nuggets and focused short workshops provide input and guidance.
At first glance, the current organization has some similarities with the ‘Spotify model’. The difference is that this collaboration model has been developed entirely internally and directly adapted to the specific characteristics. More self-organized teams each have a clear focus on products, processes, or specialist topics. The composition is variously stable or fluid.
The previous managers are essential for the success of the collaboration model. They take on new roles as sponsors of the teams, more as trainers than superiors.
A product division of a financial service provider has management responsibility for an economically viable, competitive product portfolio. This cannot be effectively achieved with the previous working methods (rather reactive-passive, isolating, and risk-averse).
A new collaboration model is to be developed structurally/procedurally with a lean-agile mindset and methodology. The proposed change process already follows lean-agile principles: rapid action and experimentation, quick learning and further development.
The collaboration model is being gradually developed, tested, broadened, and anchored in four ‘waves’. Accompanying coaching of individual teams, regular large group events, and leadership retreats alternate. Learning nuggets and focused short workshops provide input and guidance.
At first glance, the current organization has some similarities with the ‘Spotify model’. The difference is that this collaboration model has been developed entirely internally and directly adapted to the specific characteristics. More self-organized teams each have a clear focus on products, processes, or specialist topics. The composition is variously stable or fluid.
The previous managers are essential for the success of the collaboration model. They take on new roles as sponsors of the teams, more as trainers than superiors.