Implementing an EAT in the Skills Placement Industry
Executive engagement made the transformation real.
CASE STUDY SNAPSHOT
Trainer Name: Lizzy Morris Organization: Anonymous Industry: Skills Placement Org Size: Medium Date: 2018 Website: Trainer’s website By establishing an EAT, executives learned to Scrum their own organizational change.
SummaryBuilding an agile enterprise requires more than just making your development teams Scrum teams. Through her work with a Skills Placement firm, Scrum@Scale Trainer Lizzy Morris highlights the importance of establishing a strong and well trained Executive Action Team (EAT) in any Scrum@Scale implementation.
The EAT Owns Organizational ChangeIn Scrum@Scale, the EAT is accountable for creating the organizational transformation strategy and ensuring that it is being systematically and iteratively implemented. Operating as a Scrum team and delivering organizational change is new to most executives and requires providing leadership with instruction and guidance on the role of leadership in an agile enterprise.
CPO Selection and AccountabilityThe EAT recognized that high functioning Product Owners and Chief Product Owners (CPOs) were critical to the success of the organization and dedicated resources both to training existing talent and hiring external talent to fill the needed roles. Product Owners were dedicated full-time positions and the CPO was made accountable via Lizzy’s “4 Corners of Value” technique, which is a methodology for justifying investment and prioritization of staffing and skills utilization in an agile organization. More details on this approach can be found in the slide download above.
More Case Studies
Learn how Thoralf Klatt and his team transformed a waterfall company by applying Scrum@Scale in Cloud-based intelligent telecommunications services with high availability & stress resilience.
Learn how sustainable alignment was established via agile portfolio management and iterative big room planning events
Learn how buy-in from the leadership came from forcing them to discover their own company’s “why”