The agile transformation challenge
While the agile methodology has been introduced in most software dev teams, evidence suggests that its adoption has been less than perfect. And research on why agile transformation fails or does not yield effective results, almost always points to the organizational cultural aspects of agile. TAO Agile brings in a consultative, structured and experiential approach to creating a culture that can enhance agile adoption.
How we do
- Dialogue to understand your agile adoption journey and identify possible gaps and barriers
- Devise a behavioural program to shape mindsets of the development incorporating TAO's multiple methodologies: workshops, theatre exercises, team games, observation and personal coaching etc.
- TAO delves deeper into cultural transformation by partnering with one or two of your dev teams over one release cycle
- Develop agile behavioural coaches from within your dev teams
- Roll out the program to other teams
- Teach train transform: Build your agile capabilities over the long-term with periodic interventions by our TAO Agile consultants
Case study
The management of the largest IT services company was looking to scale up the productivity of a team that had built a new product, to enable meet the growth aspirations for this product.
This company had invested in large scale enterprise-wide agile transformation but did not experience the full benefits of agile. The product lead and key stakeholders of this product dev team went through a TAO Agile intervention that allowed them to get in touch with their individual aspiration and re-structure how their team worked – starting from the larger business story and their personal vision (“why am I here”). The intervention also helped them examine how hierarchical mindset is limiting and what behaviours would have to be embodied to be agile.
This led to clear identification of the value each person in the team adds to the throughput and clarifying the relationship between the different members of the team. The coaching sessions and the ongoing consulting work by TAO enabled a quick implementation.
The revenue of this team grew 10x in the span of 18 months as a result. Attrition was the lowest compared to other similar teams. Practitioners from the team were invited to present and coach other teams to adopt a similar model.
