Hear about the inspiring journey of a kaikaku flip-forward that drastically improved business agility and involved eleven teams (136 people) at an e-commerce company in Poland. Learn how we moved away from the "modern" waterfall, component groups, siloed departments of architects, UX and CX, and a web of coordinators as they addressed problems like:
■ Business ideas were only delivered after many months.
■ Excessive external coordination was necessary.
■ Reanalysis overhead, complicated architecture, and a lack of knowledge sharing were prevalent.
■ Lack of trust between departments, leading to frustration and low motivation.
■ The Chinese whisper telephone game was a common practice for work handover.
■ Some teams were overloaded, while others had to invent work.
Would you like to know how they tackled those problems while significantly reducing organization's lead time and simplifying the process using LeSS guidelines and system thinking?
Then watch this talk where they will discuss all the pitfalls they encountered while reorganizing the structure and involved everyone in the company in defining new processes in a remote environment.
Discover what worked for them and what didn't while running huge workshops like: LeSS Product Definition Workshop, Self-Designing Teams Workshop, Get2Know Workshop, Product level Definition of Done, and LeSS events such as Remote Sprint Planning One and Remote Multi-Team Sprint Review.
Find answers to questions about change management and the systematic approach to dealing with transition Top-down and Bottom-up. Learn how to challenge the status quo despite Larman's Laws of Organizational Behavior and without any external Agile Consultants.
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