Do you need Agile Coaches?
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The document discusses the evolution of IAG Loyalty's (IAGL) approach to agile working. Over the past year, IAGL implemented an agile transformation process led by an agile coach. This included discovery meetings, surveys, workshops, and establishing agile practices like Kanban boards and cadences. Key outcomes included embedding agile in their culture, clear prioritization, seamless workflow, and skilled colleagues. Measurement shows improvements in engagement, delivery times, and other metrics. The transformation process focused on establishing the right infrastructure and tailored their approach to fit IAGL's unique needs. Major learnings included challenges with partners, benefits of leadership engagement, and the need for continuous skills development.
Do you need Agile Coaches?
- 1. Do you need an Agile Coach? The story of IAGL evolution 22 February 2022
- 2. John@agileaffinity.com Twitter: @CoachjohnUK 2 Systemic Modelling Practitioner
- 3. 3 Confidentiality grading goes here Who is the Client?
- 4. The IAGL Why Customer First Approach Speed to Market IAGL Strategic Ambitions and Growth Expansion of Digital & Data Capabilities Colleagues Feel Empowered to do their Best Work
- 5. The Approach An evolutionary and inclusive process, starting from the current context One of our key success criteria is that IAG Loyalty will be able to self-sustain continuous improvement widely through the organisation after I disengage Internal 5
- 7. What happened during the first three weeks? 7 28 discovery meetings, with over 80 attendees 120 survey participants 4 LT meetings- an investment of 6.5 hours per LT member 25+ participants on the floorplate mural Additional 1:1 time with LT, POs, CCC (by request) Patterns and themes started to emerge Week 1 of Discovery DR and Open sessions used to explore these themes LT given visibility weekly as these emerged Themes informed the four pillars Infographic produced to summarise what we heard
- 8. 8 Outcome 1 Our way of working Our way of working is embedded in our culture. It shows up in how we do things and is a critical part of who we are. New hires and candidates understand what life is like at IAG Loyalty. Confidential - People Team Update 8 Outcome 2 Clear prioritisation IAG Loyalty colleagues have a clear understanding of our strategic priorities and how they support the delivery of our strategy. Teams cross-collaborate to deliver the value. Outcome 3 Seamless workflow Work is flowing through IAG Loyalty transparently and efficiently. We are able to respond swiftly to changes and can monitor our capacity to ensure we focus on the right priorities. Outcome 4 Skilled & engaged colleagues Our colleagues are engaged and have developed the capabilities they need to embed Agile into our culture and ways of working. “I know what it means to be part of IAG Loyalty and how things are done around here.” “I am clear on our priorities and why they are the right focuses – it helps me decide where to invest my time.” “We deliver work effectively, navigate obstacles and re-organise ourselves quickly to find solutions." “I have the skills I need to do my job and am clear on our progress.” By fully embracing and adopting Agile ways of working, we will power our growth and deliver greater value to our stakeholders, partners & customers.
- 9. The Hard Work Begins
- 10. Agile Coaching over Agile Coaches 10
- 11. The Agile Coaching Community is a group of enthusiastic individuals across IAG Loyalty whom have been upskilled in agile coaching, practices, facilitation & more. The Agile Coaching Community have been core to the delivery of our Agile Outcomes. The Success of our Agile Coaching Community Confidentiality grading goes here Clear prioritisation, Seamless Workflow and Skilled & Engaged Colleagues 11 Advocacy & Building Engagement Workshops that make a Difference 1 to 1 Support to develop Agile Capabilities Making the Strategic Priority Stream Rollout Stick Agile Training for New & Existing Colleagues Providing Tooling Expertise
- 12. How are IAGL Currently Organised? 12
- 13. What would I like them to Organise? 13
- 15. Level 3 - Strategy board 15 Linked to strategic priorities with clear outcomes WIP limits (Red=Bad) Explicit Policies Filters instead of swimlanes
- 16. Driven by Data Delivery Time We expect this to increase before it decreases If we can decrease arrival rate so it is equal to throughput, we can deliver sustainably
- 17. In the last 9 months our WIP has decreased from 25 items to 14 items. This shows us that the Portfolio Kanban is driving the right conversations and behaviours around prioritisation. WIP – In Delivery 17
- 18. 18 TAP sync weekly LT sync fortnightly SLT use in team meetings…? Organisation monthly walk the board Strategy Board Cadences Cadences
- 19. Level 2 - End to End Coordination 19
- 21. Level 1 (Teams) - Playbook 21
- 22. IAGL Flavour of Agile 22
- 23. When it goes wrong 23
- 24. 24 Confidential - People Team Update 24 How do we know if we’ve been successful? Colleagues Engagement Attrition OHI Survey Business metrics Efficiencies Avios Earned/ Redeemed Delivery Time Waste reduction Profit Arrival rate meeting throughput* * Finishing as much work as we start
- 25. We focus on agility We excel at delivery We keep learning and stay curious We bring passion to work We have the courage to reimagine Revenue streams Partners Customer Agile embedded Long term success Sustainable success Core business We’re loyalty pioneers, creating the world’s most rewarding experiences Our vision Our values We take belonging seriously Our strategy Enablers Measuring success 1 2 3
- 26. What difference has it made? 26 Removed due to Confidentiality
- 27. Confidentiality grading goes here Colleague engagement survey results 27
- 28. Cycle time Delivery Time We expect this to increase before it decreases If we can decrease arrival rate so it is equal to throughput, we can deliver sustainably
- 29. A Colleague Perspective on the Last Year Having the whole company on board has helped tremendously. You are able to learn off of other colleagues and adapt new ways of working that they have tried and tested I love all of the Kanban Boards & Jira's including the portfolio boards, it makes my work life more organised and transparent with my line manager. The JIRA boards are great for visibility of work and assigning priorities within the team. The transparency of having a list of tasks visible to me and the wider team motivates/pressures me to work through tasks and demonstrate delivery to the business. Too much time was spent talking about what Agile was and it lacked tangible vision/application in day to day work. Shorter more intense workshops with practical application would have engaged teams faster and with more enthusiasm. It doesn't feel like a 'phase', it feels like its here to stay! Many areas of work are dependent on OpCo engagement and pace. We should share/brief our ways of working with OpCos so they better understand what we are trying to achieve and support us in this journey. …it's evident to see that agile application has much greater utility in project-based work than non project-based work/partner relations.
- 30. 30 Our Big Learnings The Portfolio Board is driving the right conversations around prioritisation & capacity management Our biggest challenge with achieving our Agile ambitions is our interface with partners and opcos who don’t work in the same way By engaging frequently with our SLT we achieved higher levels of engagement and positively impact our teams Evolving our own IAG Loyalty flavour of agile to meet the unique needs of our people and our business is non-negotiable We could only take the Agile Evolution so far until we had the right structure in place, which was achieved through the People realignment We lacked a baseline in Y1, which made value demonstration challenging. We now have this in place which enables us to measure the efficiencies the Evolution has driven through the organisation Consistent upskill and development is key – not just in the theory but in practical application Year 1 focused on putting the right infrastructure in place to drive efficiencies and deliver greater value in Year 2
- 31. Do you need Agile Coaches? 31
- 32. John@agileaffinity.com Twitter: @CoachjohnUK 32 Systemic Modelling Practitioner