Changemakers kicking the transformation

[mstakh.i.mom.i]

When we decided to go for lean&agile at scale, some discussions took place. Why do a transformation at all when business targets are met? Never stop a running machine! Is it necessary to start now? It was very helpful in the beginning to invite all changemakers in the company to team up – those who were already driving transformation initiatives, prototypes or tools, and those who were willing to do so. The team consisted of approx 10 changemakers out of all functions, roles and levels out of the company. Their mission – Make eprimo transform to the next level.

team 5
At the very beginning, the transformation team, as it was called further on, created small business email list a common understanding of the transformation and made sure that the transformation process was reflected upon and adapted on a regular basis. We were convinced that this transformation was an agile product itself, difficult to plan and complex per se. We also intended to develop and create our culture further out of this team, building on the strong eprimo DNA, ie, to always be proactive and ambitious .

Credo – By ourselves, for ourselves
For this transformation, an Agile Foundation was laid, role descriptions drafted, tested and approved. Ways of working were defined, prototyped and scaled up. How? Via experiencing and applying them in the Transformation Team Setup and afterwards in their respective teams. Eating their own dog food. Why start a meeting with a check-in?