Overall transformation approach by kai kaku

Our Transformation Approach kai kaku

Our overall transformation approach consists of three major phases:

  1. Preparing the Product Group
  2. Launching the Product Group
  3. Coaching the Product Group

Preparing the Product Group

One of the major aspects during preparation is to determine the organizational design. The design process starts with understanding the need for change and the company’s business strategy. The motivation for this change, the “why”, is important to get people involved and take ownership. The business strategy provides guidance in which direction the organization needs to develop. This step is followed by an analysis of which capabilities the organization needs. Some might be in place already, but others are missing and need to be developed. Then we will explore which organization design will allow the development of those capabilities. The members of the organization will then collaborate in the creation and implementation.

In this organization design phase, we explore the coupling of functions to decouple the unit functions. We develop an understanding of the essential parts of your various Product Groups and identify interdependencies at a task level. All those together are key in your design choices.

Ultimately, all members of the organization together did design their organization like a truck or a race car, a desktop computer, or a mobile phone. Your organization will be fit for purpose.

Like any empirical approach, the members will regularly inspect, reflect, and adapt as required. Wiser mistakes will be made in the next iterations.

Launching the Product Group

In this phase stuff gets real and the work starts. The launch consists of several steps such as creating the teams by using a self-designing teams workshop or applying the Feature Team Adoption Map. Once we have the new teams created, the next step is to create a new Product Backlog with customer-centric Product Backlog Items. This is needed since the breakdown of the requirements up to now was done in a functional, component, siloed view. Since we have combined essential parts into the Product Group, containing reciprocal dependencies within the teams, the requirements and work items need to be defined and sliced in a customer/user-centric way. Other key parts of the launch are for the teams to define their ways of working including a definition of how to make decisions and agreeing on cross-team coordination mechanisms as well as creating the common-for-all-teams Definition of Done. And then the teams start working.

Coaching the Product Group

The time after the launch is also critical. Very often the Product Group will face some implementation challenges, and the work will not go as smoothly as planned. That’s where coaching the teams, the managers, and all others in the Product Group and beyond is essential. This all depends on how much was invested in educating the people up front, and even then, one cannot expect that people do everything very well after a multiple-day classroom training. Based on our experience the devil is in the details, how you conduct sessions, how to keep energy high in events, what people say, how they think and act, and so much more. Examples of leaders are falling back to focus on high team utilization, measuring and comparing teams’ velocities, ordering teams what to do, and interfering in team-level stand-ups for urgent issues. The teams are the nucleus of the new organization and they need to work smoothly. Typical initial hick-ups involve conducting sessions efficiently, getting cross-team coordination working, getting all team members to work together on a common goal, and dealing with individual views.

The overall transformation approach by kai kaku
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