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Case:

Increased customer loyalty by being and doing agile

  • Summary

    Developed agile ways of being and working to ensure success of a major program aimed at digitalizing market communication and making business model changes to better meet changing customer behaviors.

  • As part of the PMO, Influence contributed to creating an organization focusing on desired effects guided by its values. This enabled the program to make the most out of working agile with teams realizing value more quickly and relevant to the market.

Background

A Swedish market leading retailer set out for increasing their customer loyalty by digitalizing their customer communication, automating customer offers and harmonizing user experience in all customer channels. Over 200 persons were included in the program and to succeed, this body of people needed to be quick, flexible and responsive to changes in the market. An agile approach was deemed fit for the context, which was then a fairly new way of working in the company.

What we did

Influence was contracted to work in the Program Management Office (PMO) to increase the program's ability to both work and think agile.

  • Leadership buy-in

First, Influence contributed to the leadership team establishing a shared view of the program's ambitions, challenges and context, with the conditions for and opportunities with agile being understood. This was followed by the creation of a introductory training for the whole program to establish a shared understanding of what agile means.

  • Guiding agile principles

It was early on identified that behaviors desired when working agile needed to be developed, as did teams' ability to perform as teams and not groups of individuals. Influence worked with key stakeholders and teams to define values and principles describing how members of the agile program needed to think and behave in their daily interactions to get the desired results. The PMO then ran initiatives for developing those desired behaviors and creating self-managed teams that could solve tasks and quickly go from delivery to production.

  • Measuring results

As part of the PMO, Influence was involved in harmonizing ways of working and culture across the program. Much work was also focused on establishing KPI's and routines for tracking work and securing quality, as well as working with key stakeholders around the organization on how to relate to a program being run in an agile fashion.

Result

KPI's showed cut lead times, increased ability to innovate and motivated teams as a result of the new agile practices and behaviors. Initiatives focused on developing psychological safety resulted in an environment with colleagues being open towards each other and willing to solve problems together. Combined with a structured approach to internal information and knowledge sharing, largely using Office 365, teams increased collaboration and developed a culture where everyone's knowledge and skills contributed to the program's success.

The agile culture and ways of working developed spread far beyond the program and inspired changes throughout the organization.

Sofia Degerman