Before A framework that did not fit.
Management had tried to organise the division with agile methods based on the SAFe framework, without success. Product development took too long, time to market was slow and the work was not efficient. The team was frustrated, and in the end both internal and external customers felt it.
The Root-Cause Reorganisation Hear everyone, then redraw.
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Surface the pain together
An open workshop with all the key players. Innovation games brought out the pain points, the frustrations and their consequences, and the team mapped the division's value chain.
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Go to the root causes
About 20 interviews to understand each problem in depth, until it was clear what could be improved and where.
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Redesign with the VP and HR
A new functional and managerial organisation, who does what and who reports to whom, revised roles and responsibilities, rewritten key processes, and new governance for faster decisions.
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Plan the transition
A change of this kind moves habits at the individual and the system level, so the move from the old organisation to the new one followed a transition plan.
After Clear roles, customers back in the room.
Before
About 70 people.
A SAFe roll-out that did not work.
Slow time to market.
After
Root causes from about 20 interviews.
New roles, processes and governance.
Customers back at the centre.
Customers are back at the centre of the team's conversations, which has helped reduce time to market.
The audit led to a redefinition of the top management roles and functions in the division. The team became able to serve the business better and respond to internal requests.
“This new organisation allows us to reduce friction in the team and deliver better solutions for our customers.”
Legacy. Employees understand their function and have clarity on their role, so they can focus on doing great work.